Siloam Health 
The information on this page was last updated 2/20/2023. If you see errors or omissions, please email: [email protected]
Summary
At Siloam Health, we serve Nashville's uninsured and underserved. Our patients come from more than 80 countries and speak over 70 languages.
Contact information
Mailing address:
Siloam Health
820 Gale Lane
Nashville, TN 37204
Website: siloamhealth.org
Phone: 615-298-5406
Email: [email protected]
Organization details
EIN: 581867940
CEO/President: Morgan Willis, MD
Chairman: Sammye Woods
Board size: 23
Founder: Dr. David Gregory and Mick Antanaitis
Ruling year: 1990
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2010
Purpose
Siloam's Community Health efforts expand our mission beyond the four walls of the clinic, empowering immigrants from all over the world who now call Nashville home.
Siloam's education initiatives are changing the face of health care by training medical students across a variety of specialties in the art of culturally-sensitive, whole-person care.
Siloam Health's vision is that our neighbors from all nations are empowered to lead physically, emotionally, and spiritually healthy lives and to feel at home in our community.
Mission statement
Siloam Health's mission is to share the love of Christ by serving those in need through health care.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 850 of 1104 | 98 of 122 |
| Fund acquisition rating | | 1048 of 1105 | 114 of 122 |
| Resource allocation rating | | 511 of 1105 | 75 of 122 |
| Asset utilization rating | | 619 of 1104 | 66 of 122 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 27% | 21% | 18% | 13% | 25% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 14% | 13% | 13% | 11% | 15% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 49% | 61% | 73% | 84% | 59% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 12% | 13% | 15% | 19% | 13% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 51% | 39% | 27% | 16% | 41% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 80% | 80% | 79% | 74% | 78% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 115% | 95% | 87% | 56% | 112% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 92% | 76% | 69% | 42% | 88% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | -15% | 5% | 13% | 44% | -12% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | -9% | 3% | 6% | 36% | -7% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 8% | 7% | 6% | 7% | 8% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.84 | 0.70 | 0.57 | 0.42 | 0.42 | 0.62 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.76 | 1.23 | 1.21 | 1.24 | 1.27 | 1.39 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.77 | 0.86 | 0.70 | 0.52 | 0.53 | 0.85 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.67 | 23.35 | 20.81 | 32.28 | 31.57 | 18.70 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.04 | 0.05 | 0.03 | 0.03 | 0.05 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.08 | 13.37 | 16.38 | 22.25 | 21.87 | 13.30 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 5% | 4% | 3% | 8% | 4% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 101% | 137% | 167% | 231% | 221% | 156% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $5,569,174 | $5,721,850 | $5,175,284 | $3,958,011 | $2,209,077 |
| Receivables, inventories, prepaids | $726,019 | $1,544,460 | $1,654,525 | $2,497,678 | $606,936 |
| Short-term investments | $2,393,560 | $2,180,152 | $2,277,781 | $1,895,235 | $2,047,680 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $8,688,753 | $9,446,462 | $9,107,590 | $8,350,924 | $4,863,693 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,913,801 | $2,017,347 | $2,146,232 | $2,245,800 | $1,880,767 |
| Other long-term assets | $120,760 | $0 | $0 | $0 | $0 |
| Total long-term assets | $2,034,561 | $2,017,347 | $2,146,232 | $2,245,800 | $1,880,767 |
| Total assets | $10,723,314 | $11,463,809 | $11,253,822 | $10,596,724 | $6,744,460 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $372,049 | $453,928 | $282,163 | $264,511 | $260,127 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $372,049 | $453,928 | $282,163 | $264,511 | $260,127 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $116,960 | $0 | $0 | $532,700 | $0 |
| Total long-term liabilities | $116,960 | $0 | $0 | $532,700 | $0 |
| Total liabilities | $489,009 | $453,928 | $282,163 | $797,211 | $260,127 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $8,368,691 | $8,227,243 | $7,458,938 | $5,825,398 | $6,160,763 |
| With donor restrictions | $1,865,614 | $2,782,638 | $3,512,721 | $3,974,115 | $323,570 |
| Net assets | $10,234,305 | $11,009,881 | $10,971,659 | $9,799,513 | $6,484,333 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $3,217,213 | $4,190,783 | $3,961,295 | $6,642,094 | $2,189,062 |
| Program service revenue | $3,171,104 | $2,618,472 | $1,358,537 | $1,142,141 | $1,400,353 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $95,847 | $131,336 | $125,673 | $165,165 | $112,732 |
| Other revenue | $22,469 | ($20,983) | $0 | $0 | $0 |
| Total other revenue | $3,289,420 | $2,728,825 | $1,484,210 | $1,307,306 | $1,513,085 |
| Total revenue | $6,506,633 | $6,919,608 | $5,445,505 | $7,949,400 | $3,702,147 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $5,969,455 | $5,253,741 | $3,750,750 | $3,299,845 | $3,256,810 |
| Management and general | $613,082 | $448,679 | $293,460 | $302,316 | $340,481 |
| Fundraising | $884,414 | $886,400 | $714,633 | $835,066 | $556,184 |
| Total expenses | $7,466,951 | $6,588,820 | $4,758,843 | $4,437,227 | $4,153,475 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | ($960,318) | $330,788 | $686,662 | $3,512,173 | ($451,328) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($960,318) | $330,788 | $686,662 | $3,512,173 | ($451,328) |
Compensation
| Name | Title | Compensation |
| James P Henderson Md | CMO | $200,805 |
| Morgan J Wills Md | Part-Yr Pres | $197,005 |
| Brent Snader Md | Lead Physici | $170,795 |
| Laura Camp | Part-Yr COO | $131,589 |
| Katie Richards | Cdo/Interim | $131,145 |
| Kristin Martel Md | Lead Physici | $128,441 |
| Mario Flores | CFO/Interim | $118,458 |
Compensation data as of: 6/30/2023
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 2/20/2023. To update the information below, please email: [email protected]
History
1988 - IT BEGINS WITH A DREAM
While he admittedly should've been listening to the sermon, Dr. David Gregory passes a note during church. The note reflects his dream for a faith-based, volunteer-supported clinic that would provide affordable, high-quality health care to Nashville's most medically vulnerable. Belmont Mission Pastor and physician assistant Mick Antanaitis shares in this dream.
1989 - THE ORIGIN OF A NAME
Siloam gets our name from the Biblical story in John 9, where Jesus heals a man born blind by telling him to "Go, wash in the pool of Siloam."
On July 11, Mick Antanaitis signs the Charter for Siloam Family Health Center.
1991 - SILOAM OPENS ITS DOORS
Councilman Douglas Mansfield helps secure a zoning variance to combine two small apartments in the Edgehill neighborhood off 12th Avenue South into a 1,000 sq.-ft. clinic. With seed money from Belmont Church, Siloam begins seeing patients once a week, asking each patient to contribute $2 per visit.
1992 - 1995 - INCREASING DIVERSITY & CARE FOR IMMIGRANTS
From our earliest days, Siloam becomes a medical refuge for native Nashvillians and the growing immigrant community alike. The Vietnamese and Kurdish communities become one of our main patient populations and as demand in the international community increases, Siloam adds language interpreters to our volunteer base.
1996 - OUR FIRST CEO
Siloam hires our first full-time employee, Nancy West. Nancy will go on to become our first President and CEO, faithfully serving in this position for nearly 20 years.
1997 - 2000 - STEADY GROWHT & EXPANDED CARE
Under West's leadership, Siloam experiences steady growth in our first decade. We expand our hours of operation to 32 hours per week, allowing a full load of patients to be seen by more than 20 medical and non-medical volunteers. Medical students from Vanderbilt University begin serving as volunteers for elective credits and an additional apartment is added to the clinic to meet the growing need. In 2000, Siloam is featured on the front page of The Tennessean as one of Nashville's best-kept secrets.
2001 - REFUGEE MEDICAL SCREENINGS
Siloam begins a formal partnership to administer refugee medical screenings for every refugee resettled in Davidson County.
2005 - A NEW HOME
Thanks in large part to a $1.5 million donation from HCA Healthcare, Siloam opens the doors of a brand-new clinic located on Gale Lane, moving into our new home completely debt-free.
2012 - STUDENT EDUCATION
Siloam formalizes student education programs to train the next generation of health professionals in the art of whole-person care. We will go on to formally partner with Vanderbilt, Belmont, Lipscomb, and Trevecca Universities and train more than 50 students each year.
2013 - A NEW CEO
After nearly 20 years of service, Nancy West retires. She passes the reins to Dr. Morgan Wills, who has served as a medical provider at Siloam for the past 13 years.
2014 - COMMUNITY HEALTH
Siloam launches community health initiatives to address the social determinants of health that affect our immigrant patients in their own communities. Community health efforts target four language groups - Arabic, Burmese, Nepali, and Spanish.
TODAY - HEALTH CARE TRANSFORMED BY LOVE
Today, Siloam is known as a comprehensive, whole-person health care organization that combines medical care, community health, and student education to serve thousands of uninsured, underserved, and culturally marginalized individuals from all over the world.