North County Health Project Inc.
150 Valpreda Rd
San Marcos CA 92069
Contact Information
Address 150 Valpreda Rd
San Marcos, CA 92069
Telephone (760) 736-6700
Fax 760 736-8633
Web and Social Media
At A Glance
Year of Incorporation 1973
Financial Summary
Projected Revenue $50,357,006.00
Projected Expenses $46,306,954.00
Projected Annual Revenue $50,357,006.00 (2012)
  1. As a Federally Qualified Health Center, NCHS offers a wide variety of affordable quality health programs available through a sliding fee scale based on income and family size. NCHS also accepts most commercial insurance products. As a Medical Home, patients will have access to a variety of health services with the goal of promoting less costly preventive care.
Budget $95,000.00
Category Health Care, General/Other
Population Served Families, People/Families of People with Health Conditions, Poor,Economically Disadvantaged,Indigent
Short Term Success
One key short-term measure of success has been our ability to identify and retain new patients who would otherwise seek health services at an Emergency Room.  This achievement is a community benefit that has saved thousands of dollars in uncompensated and more costly healthcare.  NCHS will continue to work with its community partners to identify such patients.  Over the last three years, NCHS has served the following number of patients: 60,371 in 2008; 60,519 in 2009; and 59,050 in 2010. Based on 2010 data, NCHS has a 98% loyalty rate. The program anticipates continued growth and patient retention in the coming year.
Long term Success
NCHS has been a provider of health services in our North San Diego County communities for over 40 years.  Our long-term success as a Medical Home for our patients will be demonstrated in part by the select programs noted below. Our capacity to offer a comprehensive array of primary care services and referral to specialty care is undoubtedly one of the premier benefits we contribute to our community. Our health leadership sustains existing programs and develops new ones through hard work and creativity to meet the changing needs of our diverse communities. Since our inception, our patient population has continued to grow especially as more companies have canceled their employer sponsored insurance benefits; therefore, our role as the community's health safety net continues to grow. As a Medical Home, patients can access health services at a lower cost by establishing themselves as a patient, documenting a health history and avoiding unecessary medical treatments or repeated lab work.
Program Success Monitored By
Annually, NCHS measures its success as a medical home by calculating the number of patients retained in its system of care.  Our high quality standards, our experienced clinicians, support staff and support programs enable NCHS to be the choice provider of patient care in our region.  In addition, our Federally Qualified Health Center status also enables us to provide health services using a sliding fee scale that takes into consideration family income and family size in its calculation of patient out of pocket costs. This is always much appreciated by our patients, some of whom were the first to shoulder the loss of jobs, health insurance, and their livelihood.
Examples of Program Success
One of our major strengths as a medical home is our ability to provide continuity of care when clinicians identify health issues that can be addressed by our own programs.  Clinicians have the capacity to refer patients to other NCHS departments to meet many chronic health conditions. This enables the patient to return for follow-up care at a location that is familiar to them thus increasing the probability of follow-thru and positive health outcomes.
Description This program provides primary care, dental, vision, restorative dental, and case management services to homeless persons who do not have health insurance. Through these comprehensive services, NCHS helps individuals and their families break the cycle of homelessness and poverty. It is made possible through funding from the San Diego Health Care for the Homeless Project. 
Budget 139,794
Category Health Care, General/Other
Population Served Homeless, Adults, Children and Youth (0 - 19 years)
Short Term Success
Short-term, the NCHS Healthcare for Homeless program works to improve the health status of homeless individuals and their families. This is completed through comprehensive case management; referring homeless patients to appropriate community services; providing quality, all-encompassing health care; and working with individuals and their families on a case-by-case basis to develop an action plan to accomplish their long-term goals.
Long term Success
This program's long-term goals are to assist homeless individuals and their families in accessing resources to break the cycle of homelessness and poverty. Through community collaborations, NCHS hopes to bridge service gaps and provide opportunities for better health outcomes and increased quality of life.
Program Success Monitored By
Program success can be defined as patient success, which is monitored by the Homeless Program Case Manager over time. A monthly evaluation of each individual/family's goals and needs will be conducted to ensure that patients receive needed health services and are connected to critical community services.
Examples of Program Success
This program's success can be seen in the thousands of homeless patients who have received healthcare services in recent years. Many of these patients were able to achieve employment as a result of greater physical and dental health.
  1. This is a comprehensive program offered to pregnant women to promote healthy birth outcomes. Goals include an increase in the percentage of pregnant women who: begin prenatal care in the first trimester; receive dental care, domestic violence and gestational diabetes screenings; and are tracked for follow-up purposes to inquire if they exclusively breastfeed their baby past the third month (for participants in the Women Infant and Children (WIC) program). Follow-up calls are also completed to  also to encourage them to return to NCHS for their postpartum visit within eight weeks and bring their newborns to an NCHS clinic within four weeks of birth. Our services empower pregnant women & new mothers; helping them feel more confident caring for themselves and  their babies after birth. NCHS is committed to decreasing the probability of childhood obesity thru breastfeeding.
Budget $250,000.00
Category Health Care, General/Other
Population Served Females, Families, Poor,Economically Disadvantaged,Indigent
Short Term Success
Short term goals include increasing the visibility of our Women's Services program throughout our community. The agency will achieve this goal by continuing its monthly outreach and presentation efforts at local public housing complexes, local Head Start agencies, and in collaboration with other area businesses that cater to families. The program will continue to offer no-cost pregnancy tests to identify pregnant women in the community to achieve its goal of 90% of pregnant patients starting care within the first trimester. The program estimates that in 2010 more than 80% of pregnant women began prenatal care within the first trimester of pregnancy.
Long term Success
Long term success will be documented by an increase in the percent of pregnant women who access prenatal care within the first trimester.  Doing so will ensure that women begin caring taking good care of themselves early on; have the opportunity to learn of the diverse services available to them such as perinatal health education that includes healthy eating, exercise, childbirth preparation, lactation and caring for a newborn. The better informed the mother is, the easier her pregnancy and labor will be.  For those interested, NCHS operates a Midwifery program in coordination with NCHS obstetricians, Tri-City and Palomar-Pomerado Hospitals.  This program is ideal for low-risk pregnancies, is renowned for its patient-centered and personal approach.  Over 1360 births in 2009 were delivered by NCHS' Women's Health Services program.
Program Success Monitored By
NCHS recently revamped its Women's Health registry to improve patient management. The new system facilitates follow-up contact to schedule routine care appointments, as well as to perform lab work as recommended by national obstetric care and treatment standards. The registry is also very helpful in identifying women with abnormal lab results such as elevated Hemoglobin, who are then referred for Gestational Diabetic care.  In 2009, 100% of pregnant women were screened for gestational diabetes.  As clinicians identify other health and social concerns, pregnant women will be referred to other NCHS programs or community providers with whom we have standing Memoranda of Understanding Agreements.  The goal is to provide seamless patient care while attending to as many emerging needs as possible.
Examples of Program Success
Over 1,360 healthy birth outcomes were registered in 2009. The success of our obstetrics program is documented with over 80% of patients who return  for post-natal care within 8 weeks and 94% of newborns coming into care within 4 weeks of birth. Our ongoing outreach efforts enable us to earn the trust of our patient population that results in high retention rates and access to post-natal care.
  1. A pediatric program that builds family capacity to manage children’s asthma in the home. Families receive education about the causes of asthma, its treatment modalities and are given a “tool box” with self-management materials such as a peak-flow meter, a log to record meter’s reading, reference card of healthy Oxygen values, medication & dispenser, a log to document oxygen readings and instructions for self care in urgent conditions. All asthma patients are added to the electronic chronic disease management registry which is available to program clinicians at every asthmatic patient’s visit. This registry is also a management tool that enables scheduling of recall appointments to ensure required periodic visits and lab work as per national asthma care standards. NCHS’ goal is to avert asthma attacks that result in Emergency Room visits which are costly and can be largely prevented. 
Budget $25,000.00
Category Health Care, General/Other
Population Served Children and Youth (0 - 19 years), People/Families of People with Health Conditions, Poor,Economically Disadvantaged,Indigent
Short Term Success
Short-term success is measured by the number of pediatric patients screened, identified and referred for proper care and treatment of this condition.  NCHS' goal is to provide a severity assessment to 100% of patients identified as ashtmatic and to provide appropriate education and treatment to those patients. Educating parents on this condition is of high importance since pediatric patients depend upon their parents or caregivers for access to care and treatment. These strategies have been incorporated into everyday pediatric practice with care and treatment standards based on national guidelines such as Healthy People 2010.
Long term Success
Reduce the number of Emergency Room visits & related costs as a result of asthma attacks for NCHS pediatric patients. This can be achieved by providing education about asthma to all parents of asthmatic pediatric patients. Classes teach parents to be proactive, grow comfortable with self-management techniques to assist the asthmatic child.  Education about the signs of respiratory distress and proper response is also shared including when to take the child to the emergency room if necessary.
Program Success Monitored By
In 2009, NCHS provided severity assessment to over 98% of asthmatic children.  Over 97% of persistent asthmatic patients received anti-inflamatory medications. NCHS is well versed in utilizing its asthma disease registry to monitor and manage asthmatic patients. Parents of asthmatic children receive follow-up phone calls to schedule routine visits and update the profile of the patients condition.
Examples of Program Success
NCHS has successfully incorporated its asthma care and treatment program into routine pediatric visits. Clinicians are experienced in screening, identifying and referring asthma-affected children to our asthma lead clinician for care and treatment.  This level of responsiveness has resulted in a lower number of parents and school personnel reporting asthma attacks in the home or school campus. Therefore fewer trips to the Emergency Room have resulted. NCHS has collaborative relationships between school nurses or health aids and our pediatric staff. Direct communication between these two entities have facilitated communicationa and proper treatment of children when support and guidance has been requested by the schools.
  1. NCHS' Diabetes Care and Treatment Program is a comprehensive, patient-focused program that provides culturally appropriate strategies to achieve national diabetes treatment and management standards. Clinicians identify and refer patients to education classes to promote higher capacity for effective self-management. Diabetic patients are added to the electronic chronic disease management registry available to clinicians at every diabetic visit. This management tool enables follow-up visit scheduling to ensure required periodic care and lab work is performed as per national diabetic care standards. Clinicians are able to monitor patient success with maintaining target glucose labels. Because diabetes impacts numerous areas of the body, the registry also tracks foot exams, Pneumovax shots, blood pressure,and dental screening. Diabetes health education promotes self-management, physical activity, appropriate nutritional choices. Community partnerships- such as those with local hospitals- promote/market NCHS’ diabetes education and self-management program.
Budget $100,000.00
Category Health Care, General/Other
Population Served Adults, People/Families of People with Health Conditions, Poor,Economically Disadvantaged,Indigent
Short Term Success
Annual glucose screening for 100% of adult patients to know their glucose levels and either rule out diabetes or engage in self-management. Screenings would be especially important for adults with a family history of diabetes. Patients would then know their level of risk and what proactive steps could be taken to reduce that risk. Patients found with elevated blood glucose would be referred to diabetes classes to begin the self-management program. Other care and treatment referrals would be made as necessary.
Long term Success
Increase the number of diabetics who are engaged in routine diabetic care, are self confident in self-managing their illness and live healthy and active lifestyles.  Provide diabetic health education classes to all interested diabetic patients to learn about the negative consequences of diabetes and thus become more self confident in their ability to self-manage their illness.
Program Success Monitored By
Recently, NCHS took stock of all diabetes services offered and documented the following program base line: over 400 diabetic patients were registered in the chronic disease management registry; over 86% of diabetic patients had a urinalysis test performed; 96% of patients had a hemoglobin test performed twice within a year; 80% of patients had their annual dilated eye exam, 81% had a foot exam and 43% had a dental screening.  This baseline documented the level of diabetic services already provided and now serves as the place for program improvement. Annually, diabetes care is part of the agency's adult care strategic plan and will be evaluated to ensure it keeps pace with emerging science for care and treatment as well as patient demand.
Examples of Program Success
Program achievements documented thru the baseline indicate that our program is well placed to make a positive impact in the lives of our diabetic patients. The program will continue to challenge itself to refer and retain patient participation in self-management classes, survey patients in the effectiveness of the classes and incorporate feedback into the program to improve its effectiveness and appeal.  Patients report learing much about their illness and appreciate the lessons, nutritional education and food option recommendations.
Mission Statement NCHS' mission is "to improve the health status of our diverse communities by providing quality healthcare that is comprehensive, affordable, and culturally sensitive." 
Background Statement
North County Health Services (NCHS) is a private, non-profit 501(c)(3) federally qualified health center (FQHC) serving the large northern region of San Diego County through 11 licensed clinics and two mobile medical/dental clinics. NCHS was established in 1973 and has health centers located in five cities: Carlsbad (1 health center), Encinitas (2), Oceanside (5), Ramona (1), and San Marcos (2). In addition, NCHS has clients who live in the cities of Vista and Escondido.
In 2010, NCHS served 59,050 patients through 257,409 encounters. A total of 63.2% were Hispanic/Latino and 20% were migrant or seasonal farm workers (MSFW). Ninety-six percent of patients had family incomes below 200% of federal poverty. In terms of insurance status, 75% of adults and 20% of children were uninsured. NCHS offers adult and pediatric primary care services, obstetrics, gynecology, perinatology, family planning, dental, integrated behavioral health, and a full range of enabling services. Providing medical/dental care are 24 FTE physicians (family physicians, internists, pediatricians and Ob/Gyns), 10 FTE dentists, 10 FTE nurse practitioners and physician assistants and 6 FTE certified nurse- midwives. NCHS reaches out to an extended community through health fairs, vision and hearing screens, dental examinations, and other outreach and services at schools, farms and other locations. 
NCHS has been providing health care services in the North County area for nearly 40 years. The organization at all of its 11 locations is viewed as a trusted resource to low income and culturally diverse patients. Patients trust the health center physicians and staff because their experience is generally one of great satisfaction with services, as well as confidence they will be treated with respect and in a culturally sensitive manner. 
Impact Statement
NCHS has had a number of achievements exemplifying excellence in its field. As part of a national asthma collaborative, the NCHS program achieved premium results related to reducing asthma attacks, hospitalizations, emergency room visits, missed days at school, and other measures. 
NCHS has high patient satisfaction scores (4.3 average out of 5 overall) and a low employee turnover rate (17% in 2010).   Implementation of Electronic Health Record (E.H.R.) has begun; improving physician access to patient health information and providing the opportunity to collect more health outcome data. Additionally, from 2008-2010 NCHS offered a free Medical Assistant Training Program for members of the community. The program trained three separate groups of students, with 127 total graduates, increasing MA, LVN and RN employment opportunities for local community members.
Needs Statement
Funding is needed for core operating support to cover the cost of uninsured patients who are unable to pay for medical, dental or mental health services; as well as medication, lab, and specialty services, particularly for uninsured patients.  Many patients needing neurology, cardiology, endocrinology or rheumatology specialty services do not have access to this level of care since they cannot afford to pay in cash. Instead, they end up in the emergency room.  NCHS works to mitigate these costs by providing quality healthcare to the under and uninsured.
Pregnant women who are uninsured need funding for their deliveries since the hospital does not have a sliding fee scale, nor does it have flexible payment plans for the many women who would like to pay for their care.  Special program areas include: nutrition education, prenatal care, patient education, homeless persons, agricultural (including migrant) workers, women, children, and the elderly.  Funding is needed for outreach workers and health educators to help provide patients with comprehensive medical visits as well as to link patients with a medical home. 

Funding is needed to support other needs such as 1) remaining financially viable and competitive despite offering services in an environment of state budget cuts and inadequate reimbursement; 2) improving the health status of a patient population that is predominantly uninsured and low income who suffer from health disparities caused by poverty, less access to needed tests and specialty care, and lack of transportation; 3) positioning for radical changes and new competition in the health care environment due to health care reform; 4) integrating new technology such as E.H.R. into clinical operations; 5) competing with large health care systems that offer higher pay for physicians and staff; and 6) succession planning that includes leadership development in community health management, which is not a subject included in masters training programs.
Service Categories
Community Clinics
Community Clinics
Areas of Service
Areas Served
CA - San Diego North County Coastal
CA - San Diego North County Inland
North County Health Services serves an over 1,000 square mile area in the large northern region of San Diego County, CA (North County). The service area extends from the West Coast communities of Oceanside to Encinitas, and inland to Fallbrook and Ramona. NCHS operates 10 licensed clinics in five cities: Carlsbad (1), Encinitas (1), Oceanside (5), Ramona (1) and San Marcos (2), and also two mobile medical/dental clinics. 

For over 40 years, NCHS has provided health care services to a diverse, low-income population.

CEO Comments
(No additional comments at this time.)
Plans & Policies
Organization has a Fundraising Plan? Yes
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers 4
Date Strategic Plan Adopted May 2009
Management Succession Plan? Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
NCHS has strong ties with many organizations in the area including schools, Boys and Girls clubs, YMCAs and Head Start programs. NCHS works closely with other providers such as clinics and hospitals, housing organizations, and universities. Through its work caring for migrant and seasonal farm workers it has developed strong relationships with the growers and with Migrant Education. NCHS partners with the hospitals to link patients with a medical home.
Through Project All Ready, staff visit more than 75 licensed daycare centers to provide vision and hearing screening to more than 3,000 children each year. The NCHS Women Infant and Children (WIC) program provides education to pregnant women and new mothers on nutrition. Additional health education takes place on diabetes, asthma, obesity prevention, and other topics. NCHS provides education and outreach to farm workers and their families at farms as well as through migrant education programs, with an emphasis on linking families with a primary care home.   Promotoras reach out to older adults to provide education regarding depression and other mental health issues, and to link seniors with services as needed. 
External Assessment and Accreditations
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation2010
Honored for Outstanding Contribution to the economic development of SD NorthNorth San Diego Economic Development Corp2009
Harvesting Unity Award Honored for promoting diversity & inclusion in the community or workplaceTri-City Medical Center2009
Government Licenses
Is your organization licensed by the Government? Yes
Board Chair
Board Chair Dr. Clyde H. Beck Jr.
Company Affiliation Self-employed
Term Feb 2007 to Dec 2014
Board Members
Ms. Lauren Abrams Community VolunteerVoting
Mrs. Adriana Andres-Paulson SD County Office of Education Migrant Education
Mr. Clyde H Beck JrCommunity Health Consultant, Self Employed
Mrs. Sheila Brown Chief Clinical Outreach Director, Palomar Hospital
Ms. Harriet Carter Self-employed Attorney-at-law, Harriet Carter, Esq.Voting
Ms. Christine Marsicano Self-employedVoting
Mr. Andres Ramos Martin Student Counselor
Mr. Carl Pinkard AKT Wealth AdvisorsVoting
Mr. Andrew S Rinde Sr Health Consultant & Retired Sr Level Healthcare Exec
Mrs. Diane Seaberg Attorney/Consultant, Self-Employed
Mr. Walt Steffen Retired LCSW County of San Diego
Ms. Linda Strand Solutions, Inc.
Mr. Donald Stump LifelineVoting
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 10
Hispanic/Latino 3
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 6
Female 8
Unspecified 0
Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 86%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 54%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 12
Board CoChair
Board CoChair Mr. Andrew S. Rinde
Company Affiliation Retired Sr. Health Consultant
Term Jan 2010 to Dec 2014
Risk Manangemnt Provisions
Accident and Injury Coverage
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Directors and Officers Policy
Disability Insurance
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Crime Coverage
Fiduciary Liability
Special Event Liability
Workers Compensation and Employers' Liability
Workplace Violence
Standing Committees
Board Governance
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Program / Program Planning
Fiscal Affairs
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Audit, Compliance and Controls
Communications / Promotion / Publicity / Public Relations
CEO Comments
(No additional comments at this time.)
Executive Director/CEO
Executive Director Ms. Irma Cota
Term Start June 1997
Compensation $266,000
Irma Cota is the President and Chief Executive Officer of North County Health Services, a non-profit community health care organization in the north region of San Diego County. She has been serving in this capacity for over 13 years. Under her direction, NCHS serves more than 60,000 individuals annually at 11 clinic locations, providing comprehensive medical, dental, mental health, and health education services. In addition, Ms. Cota oversees a WIC program serving over 11,400 women and children and a county-wide HIV/Case Management program.

Ms. Cota has extensive experience in executive management, strategic program planning, finance, and operational management in both the public and private sector. Under her direction, NCHS has become an organization with an annual budget of $40 million and a staff of more than 500. NCHS is accredited by the Joint Commission of Accreditation for Healthcare Organization (TJC), joining a handful of community health centers nationwide that have achieved this distinction.

Ms. Cota is well respected nationally for her commitment to excellence, as well as for her business acumen. She is active in addressing social health and education inequities through various organized efforts locally and statewide.

Ms. Cota serves on numerous boards. She is the Past Chair of the Board of Directors for the National Cooperative Bank and Board member of the Council of Community Clinics in San Diego. She recently served on the California State University San Marcos’ University Council and serves in the Board of Directors for the San Marcos Chamber of Commerce.

In addition to a Masters degree in Public Health from San Diego State University, Ms. Cota holds three certificates in health administration from John’s Hopkins University, University of California, San Diego and UCLA Johnson & Johnson.

Ms. Cota has received many honors which include recognition by The San Diego Business Journal as one of the region’s “Women who Mean Business,” recognition by North San Diego Lifestyle magazine as one of the region’s “50 People to Watch,” and as the 2001 “Woman of Distinction” by the Oceanside Soroptimist Club. In 2003 she received San Diego County’s Public Health Champion Award and in 1993, the “Distinguished Alumni” award from the San Diego State University School of Public Health. More recently she was a 2009 Finalist for the San Diego Business Journal's Most Admired CEO Award and in March 2010 was recognized by KPBS and Union Bank's celebration of Women's History month.

Former CEOs
Mr Jack Johns 1984 - 1997
Mrs Dorothy Reno - 1984
Senior Staff
Title Chief Financial Officer

As CFO/CIO of North County Health Services (NCHS) Phil is a results-oriented CFO committed to problem-solving through team-building. Phil joined NCHS in 2000 after having been CFO at the Centre for Healthcare in San Diego. Phil has seen NCHS grow from a $12 Million per year organization to its current budget of $40+ Million. As CFO/CIO, Phil oversees all accounting and financial functions, all corporate billing and IS departments to assure staff meet corporate benchmarks. In addition, Phil negotiates, analyzes and monitors all managed care contracts in collaboration with the agency MSO and Council of Community Clinics. Phil’s varied experience includes working for the State of New York Office of the Comptroller as well as investment organizations.

Phil received his MBA from City University of New York, Baruch College. Phil recognizes the financial barriers Community Health Centers must work with and enjoys the fiscal challenges of the healthcare industry.

Title Chief Medical Officer

As Chief Medical Officer, Dr. Ellis’ responsibilities include establishing, maintaining and monitoring healthcare standards, maintaining JCAHO accreditation, negotiation and oversight of clinical contracts. He is responsible for maintaining hospital coverage by its clinicians at three hospitals and responsible for the overall access and quality health care to over 60,000 patients. He also practices family medicine with an emphasis in adult chronic diseases at the NCHS San Marcos Health Center.

Prior to joining North County Health Services Dr. Ellis served as Chief Medical Officer for a national physician practice management company. He is a graduate of the University of California, San Diego; Dr. Ellis earned his degree in Osteopathic Medicine from the University of North Texas, Health Science Center. He is board certified by the American Osteopathic Board of Family Medicine. In addition, Dr. Ellis has completed training in elements of integrative medicine such as medical acupuncture, botanical medicine, and mind-body medicine.

Dr. Ellis believes that reaching out to the community to help solve problems can be effective in dealing with chronic health issues. He describes the four cornerstones to wellness as being nutrition, fitness, spirituality and knowledge. “I believe in it, I try to live it, and I tell my patients that it is the ultimate goal to try to obtain that balance.”

Full Time Staff 464
Part Time Staff 93
Volunteers 40
Contractors 77
Retention Rate 83%
Fiscal Year
Fiscal Year Start Jan 01 2012
Fiscal Year End Dec 31 2012
Projected Revenue $50,357,006.00
Projected Expenses $46,306,954.00
Spending Policy N/A
IRS Letter of Exemption
IRS Letter of Determination of Tax Exempt Status
06 08 Tax Exempt letter-IRS.pdf
Form 990s
NCHS Form 9902012
Form 9902011
Detail 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 Year201220112010
Foundation and
Corporation Contributions
Government Contributions$0$0$10,440,072
Individual Contributions$652,243$661,474$2,707,346
Investment Income, Net of Losses$0$0$46,782
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$0$0$0
Expense Allocation
Fiscal Year201220112010
Program Expense$0$37,608,189$33,483,979
Administration Expense$0$5,916,702$5,621,157
Fundraising Expense$0$200,204$202,420
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.070.991.09
Program Expense/Total Expenses0%86%85%
Fundraising Expense/Contributed Revenue0%2%2%
Assets and Liabilities
Fiscal Year201220112010
Total Assets$42,722,422$38,178,406$40,643,711
Current Assets$20,750,528$16,564,504$14,668,551
Long-Term Liabilities$1,289,265$11,133,968$15,080,000
Current Liabilities$4,648,153$4,668,056$4,228,654
Total Net Assets$25,135,004$21,598,920$21,335,057
Short Term Solvency
Fiscal Year201220112010
Current Ratio: Current Assets/Current Liabilities4.463.553.47
Long Term Solvency
Fiscal Year201220112010
Long-Term Liabilities/Total Assets3%29%37%
Top Funding Sources
Fiscal Year201220112010
Top Funding Source & Dollar Amount -- -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Purpose NCHS is building the new 12,639 sq. ft. Mission Mesa Pediatrics Health Center in Oceanside, California on the same campus as the current 3,024 sq. ft. Mission Mesa Pediatrics Health Center.
Goal $7,716,991.00
Dates Dec 2013 to Dec 2015
Amount Raised To Date 5616368 as of Jan 2014
Capital Campaign Anticipated in Next 5 Years? Yes
Organization Comments
(No additional information at this time.)
Foundation Comments This organization provided 990s and audited financials.  Financial summary data is based on the audited financials and additional information from the organization about the break down of specific line items.  
Nonprofit North County Health Project Inc.
Address 150 Valpreda Rd
San Marcos, CA 92069
Primary Phone 760 736-6700
CEO/Executive Director Ms. Irma Cota
Board Chair Dr. Clyde H. Beck Jr.
Board Chair Company Affiliation Self-employed
Year of Incorporation 1973


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