COMMON MAPS
Map version new-york activity top-down
Main site Contact
Menu
↑ parent activity group ·
research dossier

FINGER LAKES PERFORMING PROVIDER SYSTEM INC
ROCHESTER, NY · EIN 472335735 · Form 990 · FY2024 · NTEE E99 · Health Care · Large ($10M-$50M) · flpps.org
revenue
$16.6M
expenses
$16.5M
net assets
$9.3M
employees
39
volunteers
20
program ratio
90%
mission · from form 990

FLPPS IS A NEW YORK STATE 501(C)(3) NOT-FOR-POFIT ORGANIZATION WITH THE MISSION TO TRANSFORM THE HEALTHCARE DELIVERY SYSTEM BY BRIDGING THE GAP BETWEEN COMMUNITY AND HEALTHCARE. WE ARE A PARTNERSHIP OF HEALTH AND HUMAN SERVICES PROVIDERS - INCLUDING HEALTH SYSTEMS, FEDERALLY QUALIFIED HEALTH CENTERS, NURSING HOMES, BEHAVIORAL HEALTH PROVIDERS, AND COMMUNITY-BASED ORGANIZATION (CBOS) - WORKING TOGETHER ACROSS 13 COUNTIES IN THE FINGER LAKES REGION TO ADVANCE HEALTH EQUITY AND IMPROVE OUTCOMES FOR INDIVIDUALS AND COMMUNITIES. AS A NOT-FOR-PROFIT ORGANIZATION, FLPPS HAS EXTENSIVE EXPERIENCE ADMINISTERING LARGE-SCALE, MULTI-STAKEHOLDER INITIATIVES, INCLUDING LOCAL, STATE, AND FEDERALLY FUNDED PROGRAMS FOCUSED ON HEALTH CARE TRANSFORMATION, WORKFORCE DEVELOPMENT, AND COMMUNITY-BASED SERVICE DELIVERY.

profile · synthesized from sources

Finger Lakes Performing Provider System (FLPPS) is a nonprofit organization based in Rochester, NY, established in 2014 to transform healthcare delivery for the Medicaid population across a 13-county region in Upstate New York. It operates as a collaborative network of health systems, federally qualified health centers, behavioral health providers, and community-based organizations. FLPPS leads large-scale initiatives focused on healthcare transformation, care integration, and workforce development to improve health outcomes and equity.

irs program accomplishments · form 990 part iii · fy2024

What they reported doing

  1. #1 primary $2.20M
    GRHHN ADMINISTERS THE NYS HEALTH HOME PROGRAM BY WORKING WITH A COLLABORATIVE NETWORK OF COMMUNITY PROVIDERS TO INTEGRATE COMMUNITY AND CLINICAL CARE ACROSS MEDICAL, BEHAVIORAL HEALTH, SUBSTANCE USE DISORDER, AND COMMUNITY BASED SERVICE SECTORS; OPTIMIZE HEALTH OUTCOMES AND QUALITY OF LIFE FOR THE MOST COMPLEX MEDICAID PATIENTS IN OUR COMMUNITY.
  2. #2 $3.46M
    OTHER PROGRAM EXPENSES.
named programs · 5 · from sources

What they call their work

Delivery System Reform Incentive Payment (DSRIP) Program
Led a 5-year, $530 million healthcare transformation initiative across 13 counties to reduce avoidable hospitalizations and improve population health for Medicaid recipients through networked provider collaboration and clinical quality improvement.
Greater Rochester Health Home Network (GRHHN)
Administers the NYS Health Home program, integrating medical, behavioral health, and community-based services to optimize outcomes for high-need Medicaid patients.
Long-Term Care Workforce Program
Establishes career pathways in skilled nursing facilities by covering training, tuition, and support costs for CNAs, LPNs, and RNs to address healthcare staffing shortages.
Naturally Occurring Care Networks (NOCNs)
Regionally tailored care networks (Finger Lakes, Monroe, Southeastern, Southern, Western) that align local providers around shared clinical goals and patient engagement strategies.
Transforming Lives Through Nursing Pathways Program
Partnership with Monroe Community College to expand nursing education with academic coaching and wraparound supports like childcare and transportation.
activities · 11 groups

What they do

  • Healthcare Workforce Training & Career Pathways 2 activities
    • Deliver nursing workforce development and support programs
      Partners with Monroe Community College on the Transforming Lives Through Nursing Pathways Program, expanding clinical programming and providing academic success coaching, childcare, transportation, and wraparound support services for nursing students.
    • Operate Long-Term Care Workforce Program
      Runs the Long-Term Care Workforce Program that establishes career pathways in Skilled Nursing Facilities by covering training costs, tuition, and employee expenses for CNAs, LPNs, and RNs to expand service capacity. Also implements the Complex Care Program to address healthcare workforce challenges.
  • Medicaid Health Home Care Coordination 1 activity
    • Administer Health Home program for high-risk Medicaid patients
      Oversees and administers the New York State Health Home program, integrating medical, behavioral health, and community-based services for high-need Medicaid patients across a multi-county region. Expanded geographic coverage beyond Monroe County and increased patient enrollment.
  • Healthcare System Administrative Support 1 activity
    • Deliver capacity-building and consulting services to partners
      Provides expertise and consultative services in grant application development, network management, clinical-community integration, quality governance, performance improvement, data analytics, strategic planning, workflow redesign, population health, and administrative support to partner organizations.
  • Healthcare Compliance and Ethics Programs 1 activity
    • Establish and oversee Corporate Compliance Program
      Established and maintains a Corporate Compliance Program using a comprehensive organizational approach, aligned with regulatory requirements and overseen by the Board of Directors and Administration.
  • Healthcare Delivery Networks and Coalitions 1 activity
    • Improve healthcare delivery for Medicaid population
      Operates as a network of health and human services providers across a 13-county, 10,000-square-mile region in Upstate New York to improve healthcare delivery for Medicaid beneficiaries by reducing avoidable hospitalizations, improving population health, and lowering costs.
  • Public Benefits Navigation and Enrollment 1 activity
    • Launch Community Navigation Programs
      Operates two Community Navigation Programs that collaborate with multiple partners to connect individuals with essential services including food, housing, transportation, dental care, behavioral health, and primary care.
  • Endowment and Gift Fund Management 1 activity
    • Lead grant management for federal and foundation funding
      Acts as lead agency for federal and private foundation grants, providing program management, fiscal oversight, and reporting to ensure compliance and effective implementation.
  • Workforce Readiness Training 1 activity
    • Manage regional Career Pathways Training Program
      Operates as a NYS-designated Workforce Investment Organization to lead the regional Career Pathways Training (CPT) Program across Western NY, the Finger Lakes, and part of the Southern Tier, with a goal of placing over 550 students in healthcare and social services fields. Spent $1,337,048 on the program in 2022.
  • Regional Economic Development Initiatives 1 activity
    • Participate in regional recovery initiatives
      Participates in the Bring Monroe Back recovery initiative through the TC3 Program to address public health, workforce, and economic recovery needs in Monroe County.
  • Professional Certification and Continuing Education 1 activity
    • Provide learning management and workforce training platform
      Offers a cost-effective learning management system with over 850 courses, used to train more than 3,500 individuals regionally and to host resources for Community Navigation and other programs.
  • Uncategorized 3 activities
    • Conduct regional needs assessments for system transformation
      Conducted a data-driven, outcomes-based regional needs assessment to identify priority domains, select best-practice interventions, and inform DSRIP implementation by selecting thirty partner organizations with defined milestones and deliverables over a two-year period.
    • Implement DSRIP and healthcare transformation initiatives
      Leads large-scale healthcare system transformation through the five-year $565 million NYS Delivery System Reform Incentive Payment (DSRIP) Program, engaging 232,000 patients and achieving 99% of project milestones. Enabled partner organizations to earn 80% of eligible incentive payments and improved clinical outcomes across nearly 40 measures.
    • Train partners on Patient Activation Measure (PAM)
      Trained nearly 80 partner organizations on the Patient Activation Measure (PAM) tool to assess patient health literacy and support navigation of the healthcare system.
financials · form 990 · fy2024
revenue
Total revenue$16.62M
Contributions & grants$14.42M87%
Program service revenue$1.68M10%
Investment income$509K3%
Other revenue$0
expenses
Total expenses$16.46M
Program expenses90%
Admin / overhead10%
Fundraising0%
Salaries & benefits$4.69M
Grants paid out$9.13M
Largest expense lineCompensation
balance sheet
Total assets$17.25M
Cash$9.17M
Investments$5.35M
Liabilities$7.99M
Net assets$9.26M
Liquid reserves10.6 mo
5 years on record · 2020–2024 · YoY revenue -27.1%
leadership · form 990 part vii · fy2024

Who runs it

paid leadership · 4
NameTitleHours/wkCompensation
CAROL TEGAS CEO 40 $309K
KATHERINE ROGALA CFO (THRU 2/21/25) 40 $229K
JACQUELINE VERDURA CHIEF SOLUTION AND OPERATN 40 $214K
KERI HADCOCK SR. DIRECTOR OF COMMUNITY 40 $151K
board members · 21
  • ADAM ANOLIK — CO CHAIR FINANCE
  • ANDREA HARADON — DIRECTOR
  • ANN DOMINGOS — DIRECTOR (AS OF 6/24)
  • ANN MARIE COOK — DIRECTOR
  • BRIAN HART — DIRECTOR (THRU 4/24)
  • CHAD TETERS MD — DIRECTOR (AS OF 1/25)
  • HUGH THOMAS — CO-CHAIR
  • JENNIFER CARLSON — DIRECTOR
  • JENNIFER ESLINGER — DIRECTOR (AS OF 1/25)
  • JONATHAN LAWRENCE — DIRECTOR
  • JOSEPH VASILE MD — DIRECTOR
  • KATHY PARRINELLO — CHAIR
  • LINDA CLARK MD — DIRECTOR
  • MARC BERLIANT MD — DIRECTOR
  • MARY ZELAZNY — SECRETARY
  • MICHAEL GROFF MD — DIRECTOR (AS OF 1/25)
  • MICHAEL NAZAR MD — DIRECTOR (THRU 11/24)
  • MICHELE FOSTER — DIRECTOR
  • NICHOLE MALEC HUSS — DIRECTOR (AS OF 1/25)
  • RENEE HUNGERFORD — DIRECTOR
  • ROBERT MCCANN MD — DIRECTOR (THRU 12/24)
relationships · 61

Who they work with

  • BIPOC PEEEEEEK Partner — Partner in initiative promoting equity in action by elevating parent and patient voice in health and behavioral health systems.
  • BIPOC PEEEEEEK Partner — Partner organization working with FLPPS to elevate parent and patient voices and advance equity in health and behavioral health systems.
  • BIPOC PEEEEEEK Partner — Partners with FLPPS to elevate parent and patient voices and advance equity in health and behavioral health systems.
  • BIPOC PEEEEEEK Partner — Partners with FLPPS to elevate parent and patient voices and promote equity in health and behavioral health systems.
  • BIPOC PEEEEEEK Partner — Partners with FLPPS to elevate patient and parent voice in health and behavioral health systems.
  • City of Rochester Government — Collaborated with FLPPS on expanding Person In Crisis (PIC) teams to include certified peer specialists to connect residents with needed services.
  • City of Rochester Government — Government partner collaborating with FLPPS to expand Person In Crisis (PIC) teams with certified peer specialists to improve behavioral health crisis response.
  • City of Rochester Partner — Partner in expanding Person In Crisis teams to include certified peer specialists to connect residents with needed services.
  • Common Ground Health Partner — Partner in combining operations, bringing data analysis, convening, and community-engagement expertise to the new organization.
  • Common Ground Health-Rochester RHIO Partner — Combining operations with FLPPS to form a new combined organization focused on improving health delivery through shared data, community engagement, and system transformation.
  • Finger Lakes Community Health Partner — Member of Finger Lakes IPA and collaborates on regional health initiatives.
  • Finger Lakes Community Health Partner — Member of Finger Lakes IPA and collaborates with FLPPS on expanding access to care in rural communities.
  • Finger Lakes Community Health Partner — Member of the Finger Lakes IPA and partner in expanding access to developmental screenings in rural areas.
  • Finger Lakes Community Health Partner — Member organization of Finger Lakes IPA collaborating on developmental screening access initiative.
  • Finger Lakes Community Health Partner — Member organization of the Finger Lakes IPA and partner in FLPPS-led initiatives to expand pediatric developmental screening access in rural areas.
  • Finger Lakes Community Health Partner — Member organization within the Finger Lakes IPA collaborating on child developmental screening access.
  • Finger Lakes Community Health Partner — Partner organization within the Finger Lakes IPA collaborating with FLPPS on rural pediatric developmental screening access.
  • Finger Lakes IPA Partner — Collaborates to support access to developmental screenings for young children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS on initiatives including access to developmental screenings for children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS on initiatives to expand access to developmental screenings for children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS on initiatives to improve access to developmental screenings for children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS on initiatives to support access to developmental screenings for young children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS to improve access to developmental screenings for young children in rural communities.
  • Finger Lakes IPA Partner — Collaborates with FLPPS to support access to developmental screenings for young children in rural communities.
  • Finger Lakes IPA Partner — Partner in initiative to support access to developmental screenings for young children in rural communities.
  • Finger Lakes IPA Partner — Partner initiative collaborating with FLPPS to expand access to developmental screenings for children in rural communities.
  • Friendly Senior Living Partner — Collaborates with FLPPS to provide career pathways for employees in senior healthcare and support community members pursuing careers in the field.
  • GRHHN Network — Network member organization connected with FLPPS
  • GRHHN Partner — Partner organization connected with FLPPS, as indicated by logo placement and affiliation.
  • Lifespan Partner — Engages in two-way dialogue with medical professionals through FLPPS-supported models to address health and social needs, improving outcomes and reducing ED visits.
+ 31 more
strategies · 4

How they approach the work

Named approaches extracted from this org’s sources. Where others share an approach, follow it to see the full set of orgs running it.

  • Clinical-Community Integration with SDOH Focus
    methodology: clinical-community_integration
    By bridging clinical care and social services through integrated screening for social determinants of health (SDOH) and culturally competent navigation, we improve outcomes for vulnerable populations, because addressing non-medical needs within care coordination increases access, engagement, and equity.
  • Collaborative Care Network Model
    methodology: collaborative_care_network
    By integrating clinical and community-based providers through regionally aligned networks, we improve population health and close gaps in care for high-risk Medicaid populations, because coordinated, cross-sector partnerships enable more holistic and equitable service delivery.
  • Equitable Healthcare Workforce Development
    methodology: workforce_pathway-development
    By creating career pathways and providing wraparound supports for individuals facing systemic barriers, we strengthen the healthcare workforce and promote economic mobility, because removing structural barriers to training increases completion, retention, and diversity in the long-term care sector.
  • Naturally Occurring Care Networks (NOCNs)
    methodology: naturally_occuring_care_networks
    By organizing care delivery around existing local patterns of provider collaboration—Naturally Occurring Care Networks—we align clinical and community leadership geographically to improve care continuity and system efficiency, because locally rooted networks are better positioned to respond to regional health needs and equity gaps.