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PO BOX 217
Camden SC 29021-0217
Camden SC | IRS ruling year: 1999 | EIN: 57-1074191
THE ORGANIZATION IS ENGAGED IN THE OPERATION OF A MEDICAL CLINIC FOR RESIDENTS OF CAMDEN AND KERSHAW COUNTY.
Great
This charity's score is 94%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 85% Accountability & Finance, 10% Leadership & Adaptability, 5% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Community Medical Clinic of Kershaw County is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Community Medical Clinic of Kershaw County has earned a 93% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 7/7 - 25/25 ptsBoard Composition - 7/7 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 58.80% - 8/15 ptsLiabilities to Assets Ratio - 58.80% - 8/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 98.60% - 25/25 ptsProgram Expense Ratio - 98.60% - 25/25 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2019
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Activity data not reported from the IRS
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Central - the organization is a central type organization (no group exemption) of a National, Regional or Geographic grouping of organizations. (BMF affiliation code: 1)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Community Medical Clinic of Kershaw County) or EIN (571074191) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Community Medical Clinic of Kershaw County reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Balance Sheet
How COVID-19 impacted the organization's operations financially:
Due to social distancing, we had to cancel two major fundraisers and pivot an in-person Run/Walk event to a virtual experience, with a loss in revenue of more than $54,000. Historically, the medical clinic has received more than 50% of its funding and operation support from individuals, churches, and community fundraisers, many of which struggled financially to make ends meet during COVID. In 2020, CMC incurred additional expenses of $73,000 during the pandemic. CMC applied for the Accelerate SC grant and was awarded $50,000 in 2021. This grant helped reimburse qualifying expenditures for providing services or revenue loss due to COVID-19. We hired additional staff because more than 50 volunteers could not work in the clinic because; they were considered at high risk for COVID complications. Their combined volunteer service hours equate to approx (3) full-time employees by providing services such as but not limited to; triage nursing, administration, and services outreach
How COVID-19 impacted the organization's delivery of programs:
Although forced to close our satellite offices in local churches and our School-Based Health Center –we continued serving patients. To best care for our patients and clinical staff, we took our phones and jet packs (for wifi) home while honoring the mandate of social distancing and sheltering at home. We continued connecting with patients even when we didn't have enough PPE to see patients in person safely. When we returned to the office three months later, we reduced face-to-face visits to 30% to keep staff and patients safe. The clinic handled the rest of our patients' visits via phone and telehealth. The new and robust telehealth initiative for the Community Medical Clinic (CMC) utilized improved video, automated texting, and audio solutions.
How this organization adapted to changing conditions caused by COVID-19:
Although forced to close our satellite offices in local churches and our School-Based Health Center –we continued serving patients. To best care for our patients and clinical staff, we took our phones and jet packs (for wifi) home while honoring the mandate of social distancing and sheltering at home. We continued connecting with patients even when we didn't have enough PPE to see patients in person safely. When we returned to the office three months later, we reduced face-to-face visits to 30% to keep staff and patients safe. The clinic handled the rest of our patients' visits via phone and telehealth. The new and robust telehealth initiative for the Community Medical Clinic (CMC) utilized improved video, automated texting, and audio solutions.
Innovations the organization intends to continue permanently after the pandemic:
As a clinic, we are proud to say that we are even better prepared to help every member of our community access healthcare and other critical resources. There is no doubt that COVID-19 created opportunities to rethink our patient encounters. Before March 2020, a typical visit was face-to-face, with our patient visits lasting, on average, 40 minutes. With the onset of COVID, the demand for virtual medical care for our patients has increased. By leaning into our new technology, CMC expanded its capacity using the telehealth platform to include our latest partnership, KC Library in Elgin. The Clinic is grateful to have built a robust telehealth network during this critical time in our community. By using this new telehealth program, we learned it was easier to connect with our patients in two ways. 1) Transportation to the Clinic was removed as a barrier. 2) It became more accessible for patients to take time off work to take a phone call instead of coming into Clinic.
Not Currently Scored
Community Medical Clinic of Kershaw County cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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Community Medical Clinic of Kershaw County reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
TO PROVIDE OUT-PATIENT HEALTH CARE SERVICES TO PERSONS IN KERSHAW COUNTY WHO CANNOT PAY FOR SUCH SERVICES OUT OF POCKET AND WHO DO NOT HAVE HEALTH INSURANCE
Community Medical Clinic of Kershaw County has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
100% of CMC patients are uninsured and live within 150% of the federal poverty level. They don’t have Medicare or Medicaid, they are uninsured. Transportation continues to be a barrier to access.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
When we are evaluating data and formulating solutions, we've learned that having people with lived experience at the table is vital to creating a successful plan of action. The location of our satellite offices are "place based", meaning their hours and location are based on the need and proximity to our patients. We understand how zip code impacts a persons health and are regularly evaluation data of where people live and who needs care. We are conscientiously creating systems and processes so our patients can get the quality medical care that is both evidence-based and culturally considerate. We also believe in the importance of education and understanding of critical healthcare needs our county faces.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Because CMC's mission is only possible through partnerships we understand the importance of collaboration. Our team works to bring individuals, churches, businesses, and other community organizations together to make a difference. Recently, we’ve expanded our satellite offices, increased the coverage of our School-Based Health Centers in partnership with the Kershaw County School District to all Kershaw County high schools, and introduced Telehealth services. Our innovative work continues to be recognized nationally in the community healthcare space.
Equity Practices - No Data Available - UnscoredEquity Practices - No Data Available - Unscored
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Community Medical Clinic of Kershaw County has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
We will provide medical care and connect resources to achieve a healthier Kershaw County.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A healthier Kershaw County, where individuals and communities are empowered to take charge of their health and well-being.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: EXPANDING RESOURCES BASED ON NEED TO INCLUDE: • Implement medical telehealth across Kershaw County • Deliver needs services in a timely manner. • Conduct outreach for needed specialty-care services
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: MAXIMIZING PEOPLE POWER TO INCLUDE • Develop high-performance teams. •Recruit volunteers who align with and support the culture. • Test and Implement chronic-disease-specific circuit training.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: ONE TEAM, ONE DREAM • Create unified branding • Create and deliver messaging based on targeted audience • Engage an effective Board
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
At the Community Medical Clinic we have the goal of maximizing people power while maintaining a high-performance team. This goal moved from a few lines written in CMC’s 2019-2021 strategic plan into detailed action steps. The outcomes from these various pieces of training include strengthened teamwork, enhanced work productivity, increased critical thinking and solving challenges as a team, maintained strong, trusting relationships, increased flexibility and adaptability based on changes, greater awareness of the “big picture,” and a deeper appreciation for team member’s gifts skills so we can co-design patient treatment plans with a health equity lens. 13 out of 14 team members surveyed indicated that leading an improvement project using the Switch Framework was beneficial to their role at CMC.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
CMC is more than just a free clinic. Our mission is to provide medical care and connect resources to achieve a healthier Kershaw County. CMC’s work is only possible through our partnerships, and we understand the importance of collaboration. CMC leads the charge in improving population health in Kershaw County by bringing individuals, churches, health care providers, government (county, City, state) businesses, and other community organizations together to make a difference. Community Care coordinators are present at community events such as back-to-school bashes, Hispanic cultural day, and health fairs letting the community know about programs and services. Multichannel communication is also used, such as; social media, email, and various marketing campaigns. Our team also participates in speaking engagements at various service organizations. A newly formed CMC Auxiliary Board of Advisors connects with the community through focused activities such as Friendsgiving on Giving Tuesday.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
As a clinic, we are proud to say that we are even better prepared to help every member of our community access healthcare and other critical resources. There is no doubt that COVID-19 created opportunities to rethink our patient encounters. Before March 2020, a typical visit was face-to-face, with our patient visits lasting, on average, 40 minutes. With the onset of COVID, the demand for virtual medical care for our patients has increased. By leaning into our new technology, CMC expanded its capacity using the telehealth platform to include our latest partnership, KC Library in Elgin. The Clinic is grateful to have built a robust telehealth network during this critical time in our community. By using this new telehealth program, we learned it was easier to connect with our patients in two ways. 1) Transportation to the Clinic was removed as a barrier. 2) It became more accessible for patients to take time off work to take a phone call instead of coming into Clinic.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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