Neighborhood Health
2711 Foster Avenue
Nashville TN 37210-5307
Mission Statement

Neighborhood Health is committed to improving the health and well-being for all in our community. We will do this by providing compassionate quality care, serving as a healthcare home and eliminating barriers to care.

CEO/Executive Director Ms. Mary Bufwack Ph.D.
Board Chair Ms. Brenda Morrow
Board Chair Company Affiliation Edgehill ONE
History & Background
Year of Incorporation 1976
Former Names
United Neighborhood Health Services
Organization's type of tax exempt status 501-C3
Financial Summary
Graph: Expense Breakdown Graph - All Years
Projected Expenses $16,269,837.00
Projected Annual Revenue $16,269,837.00 (2018)

Neighborhood Health is committed to improving the health and well-being for all in our community. We will do this by providing compassionate quality care, serving as a healthcare home and eliminating barriers to care.


United Neighborhood Health Services (UNHS), doing business as “Neighborhood Health,” is a private non-profit organization. The organization began in 1976 as a coalition of two volunteer medical clinics, Cayce Clinic in east Nashville and Waverly-Belmont Clinic in south Nashville. These began in 1971.  Today, Neighborhood Health is a network of thirteen neighborhood clinics, two homeless clinics and two mobile medical vans serving over 27,000 patients with over 80,000 visits. 98% are low income and 52% are uninsured, with 28% having TennCare. 15% are children age 18 and younger, and 34% are women between 15 and 44 years old.  44% are African American, 20% Hispanic, 30% white and 6% other races and ethnicities.  Physicians, nurse practitioners, physician assistants, dentists and licensed counselors form the clinical teams that offer holistic care. Persons of all ages receive quality primary care. Fees are on a sliding scale based on income and family size based on the annual federal poverty guidelines (FPG).

No one is denied care because they are unable to pay. Neighborhood Health emphasizes the continuity of care of each patient and comprehensive care, serving as the patient's "medical home" where they receive a full evaluation and comprehensive and holistic services including: chronic disease care and management, pregnancy testing, family planning, immunizations, TB testing, STD testing and treatment, prenatal care, parenting education and counseling of teen parents, labs, pharmacy, violence prevention, translation service, behavioral health counseling, and dental services.

Our clinic locations are: Cayce Clinic, 37206, Cleveland Park Clinic, 37207, Napier Clinic, 37210, Madison Clinic, 37115, East Side Clinic, 37206, Southern Hills Clinic, 37211, Casa Clinic, 37211, and Inglewood Clinic, 37216. The Downtown Clinic, and a primary health and dental clinic located inside Nashville’s Mission Clinic. New for 2017 is our embedded primary health clinic is Neighborhood at My House. This clinic serves patients with special health issues, and shares space with two like-mission agencies, Nashville Cares, and Street Works.

Rural counties serves include Trousdale County, with has the Hartsville Family Clinic. Also, our Lebanon Clinic in Wilson County offers primary medical, dental, and behavioral health support. Both clinics serve patients on a countywide level.

Financing for Neighborhood Health come from a diversity of sources. 58% of our $15.4 million budget comes from a federal grant to serve the uninsured. 30% is from insurance payments primarily TennCare, 4% from State sources and programs, 5% from local government sources, and 3% from contracts. Of this, 84% of the budget goes to direct services, with Neighborhood Health maintaining administrative costs at 16%.


Neighborhood Health is a leader in developing and providing health services and a "medical home" for those who have low income, uninsured or otherwise lack access to healthcare. In 2016, Neighborhood Health served over 27,000 residents of middle Tennessee. 52% were uninsured, 89% below poverty.

TOP ACCOMPLISHMENTS FROM THE PAST YEAR: 1. Neighborhood Health was re-approved by Joint Commission and re-certified for Patient Centered Medical Home Certification. 2. Neighborhood Health expanded service by opening a new co-located clinic in Nashville, and adding dental services at our Lebanon Clinic in Wilson County. 3. Neighborhood Health has expanded behavioral health services adding behavior health counselors so that all thirteen clinics have coverage. In addition, a treatment program for those with opioid addiction was begun in July, 2016. Since then, a total of 130 patients have been assisted.

TOP GOALS FOR THE CURRENT YEAR 2016-2017: 1. Preterm births and other poor birth outcomes continue to grow in the low income neighborhoods of east and northeast Nashville, Neighborhood Health will expand services for pregnant women in these neighborhoods serving over 600 pregnant women. 2. Increase patient knowledge and use of Neighborhood Health at My House, through our partnership with Nashville CARES and Street Works. The goal of this clinic is to cut in half the transmission of HIV in Nashville. While HIV transmission has been overall going down. There is a rise in Middle Tennessee in the transmission rate among young African American men who have sex with men. There are now new medication therapies, PrEP, which are nearly 100% effective in reducing transmission. This goal will be assisted with our participation in the State of Tennessee administered Ryan White Part B program. Our My House clinic will improve access to care for LGBTQI community. Nashville CARES and Street Works are veteran HIV organizations, and our co-location with these two organizations should lead to greater trust and improved numbers who are served. 3. Increase those served in the opioid addiction treatment program. We are now looking for ways to increase patient enrollment by added provider licensure and training on how to treat this medical problem. 4. Neighborhood Health has been selected to participate in the Tennessee patient-centered medical home initiative for TennCare. This will allow Neighborhood Health to participate in a pay for performance model program.

Neighborhood Health's most pressing needs grow from patient care and management needs. 1. In order to improve the health of patients, particularly those with chronic conditions like diabetes and hypertension and those in need of preventive services, we need staff devoted to reaching out and providing care coordination and health education as a member of each care team. We estimate that we need of 5 new staff members at an individual cost of $60,000 and a total cost of $300,000. 2. Information technology: Expenses for electronic health records are significant. We have added exceptional IT staff. We have also added a staff member to do analytics and begun to develop a data warehouse. To complete the reporting capabilities and warehouse we estimate the need is for $50,000 for set up, software and equipment. 3. In order to better treat children with asthma, our programs need equipment that assists in the diagnosis of asthma. At $5,000 per site that sees children, we estimate the cost at about $50,000. 4. In order to better serve our prenatal patients, Neighborhood Health should be doing on-site ultrasounds. This would help in identifying high risk women earlier and preventing preterm births. The cost would be about $40,000. 5. Since federal sources comprise a substantial portion of safety net funding for the low-income and vulnerable populations we serve, gaining different types of funding distributed over more multiple sources is going to be an ongoing focus as we move forward.

Other ways to donate, support, or volunteer

Ways to donate: Go to our website at and click on the "donate" button located in the upper left corner. This will direct you to a secure donation link. Also, donation checks can be mailed to our administrative office: 2711 Foster Avenue, Nashville TN, 37210. To make an in-kind donation, please call: 615-227-3000 x1000. Due to HIPAA privacy restrictions, there are limited volunteer opportunities. Interested parties should please call first, at 615-227-3000.

Service Categories
Primary Organization Category Health Care / Community Clinics
Secondary Organization Category Human Services / Homeless Services/Centers
Tertiary Organization Category Mental Health & Crisis Intervention / Counseling
Areas of Service
Areas Served
TN - Davidson
TN - Trousdale
TN - Wilson
United Neighborhood Health Services Inc. (dba Neighborhood Health) serves the Middle Tennessee area, with clinics in Davidson County, Trousdale County and Wilson County.  There is not residency requirement to receive care.   The clinics in these three counties serve broader areas and care for residents in nearby counties as well.  Individuals in need of care can to any clinic. 
Board Chair Statement

Neighborhood Health’s Board of Directors have a dual function: Secure the future of the organization, and secondly, be a voice for our low-income and underserved communities.

A majority of Neighborhood Health’s Board are consumers, assuring we remain sensitive to the needs of those we serve. Many of our clients live in public housing, have experienced homelessness, or faced periods of unemployment. Other members have skills and experience which assist the Board in meeting our obligations of sound financial and organizational management.

Neighborhood Health’s Board is confronted with a continually changing healthcare environment. This diverse and representative Board is particularly well suited to plan strategically for this changing future. We are creative and innovative in developing strategies to reach those in need of care, and improve the health of those most in need by maintaining a financially sound organization. Neighborhood Health has been extremely successful in growing to meet the needs of the community. From 2000 to 2016 Neighborhood Health grew from 9,642 patients to over 27,000. In that same time the budget grew from $3.7 million to over $15 million, and federal grants grew from $1.5 million to over $9 million.

The biggest challenges Neighborhood Health face are: 1. Uninsured numbers continue to be half of those served. There are many discussions about how to solve the problem of those without health insurance. The Leadership Staff at Neighborhood Health believes that Neighborhood Health's model of direct care, with community ownership, is an important part of the solution in our current healthcare crisis. 2. The health of our community is deteriorating, with high levels of obesity and related illness. Tennessee continues to be one of the least healthy states in the United States. Opioid addiction is a horrendous problem, and there is a significant need to add services that help the low-income and uninsured. 3. Gentrification is displacing low-income families in to outlying county areas. Neighborhood Health developed in the inner-city, but economic developments within the urban core are pushing low income residents into more distant areas of the county. Neighborhood Health’s clinics and programs are a major asset to Nashville, and provide added resources to the community. Currently $9 million in federal funds are being used to address into city’s health needs.

As a low-cost healthcare provider, Neighborhood Health assures that many who would not otherwise have care now do have access to a quality care provider. Neighborhood Health clinics also assure patients who are best served in a clinic do not burden the more expensive sources of care like emergency rooms.

CEO Statement

Princess, a patient with Neighborhood Health, says it best. “Our neighborhood clinic means that people care about us and will be there for our families when we need help.” Neighborhood Health is committed to access to care for all. To accomplish this, Neighborhood Health has a sliding fee scale, and no one is denied care because of inability to pay. Neighborhood Health has a unique strategy for providing healthcare to the most vulnerable and impoverished residents of Nashville. We establish a “medical home” right in the neighborhoods of those without healthcare, and go to people in local communities with use of our two Mobile Health Clinics.

Neighborhood Health aggressively looks for those in need, develops ways to reach them, and placed clinics within accessible reach. An additional effective approach we use is to co-locate clinics in with agencies that offer supporting services to low-income and vulnerable populations. In 2008, Neighborhood Health used this model to meet the healthcare needs of homeless people with a clinic in downtown and in the Rescue Mission. In 2014, Neighborhood Health opened services for immigrants and refugees in partnership with other refugee and immigrant services, and increased patient access through evening and weekend hours. Our Madison Clinic is open until 10 pm weekdays, and until 4:00 PM on Saturday.

A third way Neighborhood Health expands access is to have "same day" visits. People need care when they are sick and can't wait for an appointment. All Neighborhood Health clinics accept clients that day. A fourth way is through our central Customer Service Line. Individuals can call, receive all needed information, pre-register, and receive directions to the clinic closest to them. ESL clients are assisted with fluent speaking staff. Other languages are assisted through our use of the Language Line.

Additionally, Neighborhood Health uses evidence-based approaches in care. Our quality improvement activities enable us to assure clients receive first class care. Neighborhood Health is committed to continuing to develop innovative programs that reach impoverished communities and meet their critical health needs. Each year brings new challenges, but with our dedicated providers and staff, we are able to respond to area health needs and continue to grow.
Description The goals of Neighborhood Health are to improve the health of uninsured and low income clients. Uninsured are estimated to be 20% of the residents of the area. Residents under poverty exceed 18%. There are wide disparities in health for the low income and uninsured. Comprehensive services are provided to all ages, including acute, preventive and chronic care. They include labs and prescriptions. Dental care, nutrition, health education and counseling are also available. All are provided on a sliding-fee scale based on family size and income. No one is denied care because of inability to pay. In 2016 over 27,000 were provided over 80,000 visits. Neighborhood Health's prenatal services are expanding to the demand and the high pre-term birth rate and low birthweight. Neighborhood Health has begun to offer PrEP, a medication that can reduce HIV transmission. Neighborhood Health is also adding expertise to enable us to meet
Budget 10000000
Category Health Care, General/Other
Population Served Poor,Economically Disadvantaged,Indigent, ,
Description Neighborhood Health is the major provider of healthcare to the homeless of Nashville, serving over 4,750 in 2016. Medical, dental and behavioral health services are provided at the Downtown Homeless Clinic, the Mission Clinic and through a mobile medical unit. Neighborhood Health also works with partner agencies to visit their sites and provide care there. This includes many shelters and lunch programs in Nashville. 94% of the homeless have no health insurance. Neighborhood Health provides visits, lab tests and medication to assure better health management. Over 41% of the homeless served are women and also include 150 children. Over 25% have hypertension and 10% are diabetic.
Budget 3000000
Category Health Care, General/Other
Population Served Homeless, Unemployed, Underemployed, Dislocated, Poor,Economically Disadvantaged,Indigent
Short Term Success In the short-term, those cared for will be properly diagnosed and evaluated for the full range of their behavioral health needs. This includes both screenings for mental health and substance misuse issues. Behavioral Health Providers will establish a customized care plan that looks at the patient’s needs and circumstances holistically.
Long term Success Neighborhood Health’s goal is to meet the needs of area homeless as much as possible in a primary care setting rather than patient use of ER services. Care plan will use an integrated model to stabilize patients and provide supportive navigation to housing resources.
Program Success Monitored By Patient Satisfaction Surveys, Progress notes in the patients electronic health records, use of vulnerability index questionnaire to see is they are eligible to participant in coordinated entry system into housing.
Examples of Program Success Approximately 30% of clients indicated that a combination of services helped get them out of chronic homelessness. Neighborhood Health’s approach of integrated services (assessing and responding to primary health, behavioral health, substance misuse and other social factors) has helped many get out of chronic homelessness.
Description Dental care is one of the most needed services among the low income in Nashville and few have any type of dental insurance. The dental program of Neighborhood Health began in 2003 because of the great demand. In 2016 Neighborhood Health's dental services served 3,100, primarily low-income adults. 95% had no dental insurance. Dental services include: emergency evaluations, preventive care such as x-rays and cleaning, restorative services including fillings, and procedures such as extractions. Dentures are also provided at reduced cost. These are diabetic patients who often have gum disease. Pregnant women need dental care as their dental health can affect the rate of premature birth. Elderly patients often have bad nutrition because of poor teeth. Neighborhood Health is expanding dental services and will add these services to the services of the Cleveland Park Clinic. Dental services were also added to serve more rural populations in Lebanon, TN.
Budget 10000000
Category Health Care, General/Other
Population Served Poor,Economically Disadvantaged,Indigent, Children and Youth (0 - 19 years), Homeless
Short Term Success Short-term, we are able to relieve pain and provide emergency dental care. We are moving towards our goal of 65% of dental patients achieving their oral health objectives. We have also improved sealants by 50% for age eligible children.
Long term Success Neighborhood Health wants to assure that all those in need have access to dental services. We would like to assist more patients maintain good oral health, rather than emergency extractions. Our long-term success if for 80% of dental patients completing their treatment plan, and 80% of age appropriate children receiving dental sealants.
Program Success Monitored By Neighborhood Health uses electronic dental records to record patient care. This system allows for oral health providers to monitor problems before they become larger issues. Patients with special health needs can also inquire about services and scheduling, while remaining anonymous.
Examples of Program Success Our dental program is particularly effective and providing dental assistance for patients with other health conditions. All pregnant women, patients, with diabetes, and those with heart conditions are referred to dental care.

Neighborhood Health found that medical teams were diagnosing and treating depression and anxiety, as well as substance use and more severe mental conditions. Patients seldom followed up on referrals to mental health providers, so in 2003 Neighborhood Health added behavioral health services. In 2015 licensed counselors and practitioners provided diagnosis, treatment and medication management to 2,800 patients. 100 homeless individuals were provided intensive alcohol and drug treatment through a 12 week program. Mental health and medical services are integrated. The patient is assessed by the provider and referred to behavioral health, often on the same day. This reduces stigma and assures medications and treatment are coordinated. Patients with chronic illness like diabetes and pregnant women are always screened by the medical provider as these patients are very prone to suffering depression and anxiety. Neighborhood Health also has a program for those challenged with opioid misuse.

Budget 10000000
Category Mental Health, Substance Abuse Programs, General/other
Population Served Poor,Economically Disadvantaged,Indigent, Alcohol, Drug, Substance Abusers, Homeless
Short Term Success In the short-term, those cared for will be properly diagnosed and evaluated for the full range of their behavioral health needs. This includes both screenings for mental health and substance misuse issues. Behavioral Health Providers will establish a customized care plan that looks at the patient’s needs and circumstances holistically.
Long term Success Long-term, Neighborhood Health’s goals are to evaluate every behavioral health patient for mental health, substance misuse, and evaluate other health challenges and social needs that are negatively impacting the patients goal to better health. Referrals to overall integrated health needs will be an overall approach in the patient’s care plan and maintenance.
Program Success Monitored By Success is monitored by patient care notes, reports from their electronic health record, and interviews with clients.
Examples of Program Success 85% of homeless participants in substance misuse recovery programs complete their care. Those completing care become stronger advocates for the program and remain in aftercare. Screening for patients for mental health and substance misuses concerns is 78%.
CEO Comments

Neighborhood Health addresses critical health needs in Nashville by providing individual comprehensive health care to people of all ages. We are meeting our mission by serving those in poverty and ethnic minorities who suffer the greatest health disparities and often lack access to care. Of the 27,000 that receive care during 2016, 89% were under the federal poverty level, 98% were economically disadvantaged, 52% were uninsured, 29% of patients have TennCare, and 17% have commercial insurance or Medicare.

Ethnic breakdown: African American 45%; Hispanic 21%, White 31%, and Other Identity 3%. A Neighborhood Health clinic is not just for patients when they are sick. It is a “medical home” providing each patient a full range of health service. This includes: chronic disease care and management, preventive services, pregnancy testing, family planning, immunizations, TB testing, STD testing and treatment, prenatal care, ultrasound, parenting education and counseling of teen parents, labs, pharmacy, violence prevention, translation service, counseling, and dental services. Of those 27,000 served in 2016: 19 years old or younger were 17%: women 15-44 years old were 34%.

Neighborhood Health clinics are a cost effective way to deliver quality health care. One of the greatest challenges we faces are the rising number of uninsured, now estimated at 20% of the population. This is accompanied by increasingly poor health, food deserts, growing overweight and obesity problems, particularly in minority communities. This contributes to extensive chronic conditions such as hypertension and diabetes, complicates pregnancy and is creates numerous other health issues. The complexities of poor health and illness continual challenge primary care provider. More innovative programs that go beyond medical care, such as our diabetes centers, serve to help. However, such services are not paid for through standard insurance billing, but are still needed. Neighborhood Health will continue to pursue opportunities that develop comprehensive health improvement programs through innovative partnerships to improve health outcomes and reduce costs.

Board Chair
Board Chair Ms. Brenda Morrow
Company Affiliation Edgehill ONE
Term Sept 2017 to Aug 2018
Board Members
Ms. Angela Ballou Pharm. D.
Ms. Claudia Barajas Voting
Buddy Comer Community VolunteerVoting
Mr. Glenn Hunter Association ConsultantVoting
Mr. Michael E. Johnson Voting
Mr. Ken McKnight Housing ConsultantVoting
Mr. Scott Mertie Kraft CPAsVoting
Ms. Brenda Morrow
Ms. Mary E. Owens Voting
Ms. Heather Piper Self EmployedVoting
Mr. Christopher Salazar-Fields MDVoting
Ms. Carol Titus Pinnacle BankVoting
Board Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 0
Caucasian 5
Hispanic/Latino 2
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 6
Female 6
Unspecified 0
Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 72%
Does the organization have written Board Selection Criteria? Yes
Does the organization have a written Conflict of Interest Policy? Yes
Percentage of Board Members making Monetary Contributions 33%
Percentage of Board Members making In-Kind Contributions 67%
Does the Board include Client Representation? Yes
Number of Full Board Meetings Annually 12
Board CoChair
Board CoChair Ms. Claudia Barajas
Company Affiliation Vanderbilt University
Term Sept 2017 to Aug 2018
Standing Committees
Risk Management Provisions
Accident & Injury Coverage
Automobile Insurance
Commercial General Liability
Computer Equipment & Software
Crime Coverage
Directors & Officers Policy
Disability Insurance
Employment Practices Liability
General Property Coverage
Improper Sexual Conduct/Sexual Abuse
Life Insurance
Medical Health Insurance
Medical Malpractice
Professional Liability
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation & Employers' Liability
CEO Comments

Challenges:  The health care world is a continually changing one.  Securing the future and financial stability of Neighborhood Health is challenging.  As an organization very dependant upon federal and state funds, Neighborhood Health must be constantly alert and engaged in the legislative and governing process. As the debates about the Affordable Care Act and how the US will move head to assure a greater number of its citizens have access to healthcare, Neighborhood Health will continue to engage in the discussion and monitor the developments and they emerge. 

The local environment is equally challenging.  Many larger local health organizations and entities can overshadow the important of the work of smaller organizations and of primary care organizations.  To address these issues, Neighborhood Health has a strategic plan to insure that our organization implements changes and transformations that enable it to continue to be an important part of healthcare in the future and assure its viability as an organization and a valuable partners.  These initiatives include: electronic health records, transformation to a "healthcare home" model of care, updating and renovating facilities, developing innovative approaches to improve health outcomes and reduce emergency room use and hospitalizations among clients. Helping more clients address and overcome substance misuse challenges is an important challenge for use as we move forward.  

Opportunities:  Neighborhood Health anticipates many opportunities, though some may be a couple of years off yet.  Should Tennessee expand its Medicaid/TennCare Program as is possible through the Affordable Care Act, more than 50% of the uninsured cared for by Neighborhood Health would have access to this insurance program.  This would mean significantly more resources for patients to achieve better outcomes as well as for Neighborhood Health to develop programs and facilities.  Other opportunities are working with partners.  This can include local hospitals as well as insurance programs who have a strong interest in cost savings.  Neighborhood Health, as a primary care provider, is well placed to be a partner in reducing the cost of care to insurance and to the hospital.  Several partnerships are in the development stage.  Neighborhood Health is well positioned to expand to meet community primary care needs and will continue to identify strengths and address concerns to remain a critical part of the local healthcare landscape for the future. 

Executive Director/CEO
Executive Director Ms. Mary Bufwack Ph.D.
Term Start Aug 1988
Experience Mary Bufwack has served as CEO of UNHS since 1988 and is completing her twenty-ninth year. Her formal training includes a doctorate in anthropology from Washington University, St. Louis, and her experience includes university level teaching, writing as well as other non-profit work. Bufwack is a published author: Finding Her Voice: 100 years of Women in Country Music. She has served as President of the Tennessee Primary Care Association, the state organization of community health centers.  She serves on the Board and Policy Committee of the State Association.  Bufwack has served on the Board of Directors of the National Association of Community Health Centers.  She serves on the Homeless Healthcare Committee and the Legislative Committee of the National Association. Her innovative work with UNHS has been recognized within the Southeast Region. Locally, Bufwack has received recognition as the 2009 CEO of the Year by the Center for Non-Profit Management.
Former CEOs
Ms. Kristen Grey June 1985 - Jan 1988
Ms. Ruth Trevino Jan 1988 - Aug 1988
Full Time Staff 167
Part Time Staff 8
Volunteers 0
Contractors 4
Retention Rate 80%
Plans & Policies
Does the organization have a documented Fundraising Plan? No
Does the organization have an approved Strategic Plan? Yes
Number of years Strategic Plan Considers 3
When was Strategic Plan adopted? May 2017
In case of a change in leadership, is a Management Succession plan in place? Yes
Does the organization have a Policies and Procedures Plan? Yes
Does the organization have a Nondiscrimination Policy? Yes
Center for Nonprofit Management Excellence Network2000
Nashville Area Chamber of Commerce2000
Tennessee Conference on Social Welfare (TCSW)2000
Community Resource Center - Nashville2000
Madison Chamber of Commerce2006
Nashville Area Hispanic Chamber of Commerce2004
Tennessee Hispanic Chamber of Commerce2004
National Association of Community Health Centers1972
Nashville Coalition for the Homeless2007
Leadership Nashville1999
Primary Care Association of Tennessee1972
Chamber of Commerce2000
External Assessments and Accreditations
External Assessments and Accreditations
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accred.2000
Grassroots Advocacy AwardNational Assoc of Community Health Center2005
Finalist--Making a DifferenceCenter for Non-Profit Management2005
Healthcare HeroesNashville Business Journal2007
Ten Women to WatchNashville Medical News2008
Women of InfluenceNashville Business Journal2009
CEO of the YearCenter for Non-Profit Management2009
Senior Staff
Title CEO
Experience/Biography Mary Bufwack has served as CEO of UNHS since 1988. Her formal training includes a doctorate in anthropology from Washington University, St. Louis, and her experience includes university level teaching, writing as well as other non-profit work. Bufwack is a published author: Finding Her Voice: 100 years of Women in Country Music. She has served as President of the Tennessee Primary Care Association, the state organization of community health centers. Her innovative work with UNHS has been recognized within the Southeast Region.
Title Chief Operating Officer
Title Chief Information Officer
Title CFO
Title Chief Medical Officer
CEO Comments

Challenges: Staff recruitment, retention, and development are one of management’s greatest challenges.

The most difficult area of recruitment and retention is with primary care physicians. Not only have training programs for primary care physicians decreased, but the need for primary care physicians has increased, making it very competitive to add to our provider staff. Neighborhood Health meets this challenge as it can generally get loan repayments for clinician, however, retention after an initial three years continues to be difficult. We also partner with medical schools to train providers and encourage them to select community care as their career choice. Other high demand areas include licensed behavioral health providers. Few are trained in a primary care setting and are primarily attracted to mental health settings. Strong Management staff is also at a premium.


Staff training in technology is also a challenge. Electronic Health Records are becoming the standard for health organizations. Implementation requires significant retraining and retooling. The level of technology expertise among staff and contractors must constantly improve.

CERTIFICATIONS: Certification as a Patient Centered Medical Home as well as Joint Commission accredited.

FINANCIAL SUSTAINABILITY: Neighborhood Health is exceptionally dependent upon Federal grants. Given the stress on public resources, we do not expect significant funding growth. Neighborhood Health launched its community fund-raising plan and annual fund-raising breakfast.

LEADERSHIP SUCCESSION: The transition of leadership is critical in the next few years. Neighborhood Health has put in place a strong management team that can support leadership transition.

Opportunities: The greatest opportunities are with health reform and partnerships. These continue to be an important part of Neighborhood Health strategy.
Fiscal Year
Fiscal Year Start Feb 01 2017
Fiscal Year End Jan 31 2018
Projected Revenue $16,269,837.00
Projected Expenses $16,269,837.00
Endowment Spending Policy N/A
Endowment Spending Percentage (if selected) 0%
Detailed Financials
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201720162015
Total Revenue$15,491,514$15,071,313$13,256,664
Total Expenses$14,956,002$13,034,194$12,134,427
Revenue Less Expenses$535,512$2,037,119$1,122,237
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 Year201720162015
Foundation and
Corporation Contributions
Government Contributions$10,670,999$10,023,690$9,313,700
Individual Contributions$8,615$12,897($38,613)
Investment Income, Net of Losses$12,461$4,009$3,718
Membership Dues$0$0$0
Special Events$27,254$0$0
Revenue In-Kind$0$0$65,212
Expense Allocation
Fiscal Year201720162015
Program Expense$12,125,199$10,427,488$9,667,628
Administration Expense$2,830,803$2,606,706$2,466,799
Fundraising Expense$0$0$0
Payments to Affiliates--$0$0
Total Revenue/Total Expenses1.041.161.09
Program Expense/Total Expenses81%80%80%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201720162015
Total Assets$14,542,879$13,718,196$11,991,790
Current Assets$6,229,026$6,268,970$5,066,940
Long-Term Liabilities$0$0$267,879
Current Liabilities$1,056,207$767,036$808,870
Total Net Assets$13,486,672$12,951,160$10,914,041
Short Term Solvency
Fiscal Year201720162015
Current Ratio: Current Assets/Current Liabilities5.908.176.26
Long Term Solvency
Fiscal Year201720162015
Long-Term Liabilities/Total Assets0%0%2%
Top Funding Sources
Fiscal Year201720162015
Top Funding Source & Dollar AmountFederal Government Grants $9,225,471Federal Government Grants $8,777,098Federal Government Grants $8,005,088
Second Highest Funding Source & Dollar AmountProgram Revenue $4,283,865Program Revenue $4,682,081Program Revenue $3,227,844
Third Highest Funding Source & Dollar AmountState Government Grants $1,090,320State Government Grants $913,396State Government Grants $953,462
Capital Campaign
Is the organization currently conducting a Capital Campaign for an endowment or the purchase of a major asset? No
Capital Campaign Anticipated in Next 5 Years? No
State Charitable Solicitations Permit
TN Charitable Solicitations Registration Yes - Expires July 2018
Solicitations Permit
Charitable Solicitation 2018
Organization Comments

Challenges: Neighborhood Health has experienced continued financial growth. This has included substantial growth in federal grants. We do not expect this to continue, but many grants are on-going and will be a source of sustainability. A fund-raising breakfast was launched this year as a beginning to building a donor base.  

Rising Costs: The cost of delivering health care, even primary care, continues to grow.  This is true particularly for well-trained personnel and clinicians, benefit costs (health insurance) and technology costs.   

Opportunities:  Reorganization: With reorganization, Neighborhood Health strengthened its leadership as well as its whole finance department, achieving greater control or the revenue cycle and created a stronger organizational structure that could monitor and maximize revenue. TennCare Service and Revenue: The greatest opportunity for Neighborhood Health to grow revenue is in providing strong services that result in greater utilization by more TennCare/Medicaid recipients. This would increase service revenue while also improving health outcome.  In this effort there is also potential to receive pay for performance.  

Cost Containment: Neighborhood Health is achieving better cost containment through joint purchasing and contract renegotiation.  Neighborhood Health has also had to revise its health plan to keep that cost stable. 

Facility: Neighborhood Health has been fortunate to receive considerable federal funds to assist with renovation of facilities.  By the end of 2016, we renovated five clinics. In 2016, we purchased and renovated a new administrative building, and moved into it in 2017. This has helped consolidate many of our core administration activities. We also opened up and new embedded clinic in Davison County, and expanded dental services in Wilson County. These expansion efforts were primarily achieved with federal funding. Financial Comments
Financial figures taken from 990.
Financial documents completed by Matheney, Stees & Assoc., PC.
Comments provided by Kathryn Bennett 9/29/17
Nonprofit Neighborhood Health
Address 2711 Foster Avenue
Nashville, TN 37210 5307
Primary Phone (615) 227-3000 1024
CEO/Executive Director Ms. Mary Bufwack Ph.D.
Board Chair Ms. Brenda Morrow
Board Chair Company Affiliation Edgehill ONE
Year of Incorporation 1976
Former Names
United Neighborhood Health Services

Related Information


Homelessness is most visible in downtown urban settings, where individuals can be seen sleeping in public places and transporting their belongings in the stereotypical shopping cart. In reality, though, homelessness entraps many more people and families than those readily visible in typical urban environments. “Homelessness” implies that an individual or family does not have a permanent housing situation. According to this definition, individuals living in emergency shelters, transitional housing facilities, domestic violence shelters, or those traveling from couch to couch are all suffering from homelessness. An estimated 9,113 homeless persons lived in the state of Tennessee in 2011. Twenty-six percent of those homeless persons resided in the Middle Tennessee region...

Maternal Mortality

Tennessee is 38th Among All States in Maternal Mortality; 38 Percent of Women Live in a Medically Underserved Area, according to Amnesty International. About 11.7 women died for every 100,000 deliveries in Tennessee from 1999 to 2004, the Amnesty report said. Graves believes if Tennessee tracked its maternal deaths, the state would probably learn that fatalities are much higher. The same health problems — obesity, diabetes and high blood pressure — that earn Tennessee poor grades in numerous health rankings, to include infant mortality rates, also contribute to the deaths of Tennessee women during childbirth. Additionally, some hospitals in rural areas may not be equipped to handle high-risk pregnancies. Hemorrhaging, or excessive bleeding, for example, is a common pregnancy complication that can lead to death. Please learn more about this issue affecting the Tennessee community.

Public Health

The dramatic achievements of public health in the 20th century have improved our quality of life in a myriad of ways, including an increase in life expectancy, worldwide reduction of infant and child mortality rates, and the elimination or reduction of many communicable diseases. In Middle Tennessee, improvements in preventive medicine and advanced medical technology have resulted in increased life expectancy and improved health for many residents. However, significant health disparities exist in our region, resulting in poor health status often related to economic status, race, and/or gender.

Tennessee Women's Health Report Card

"Women in Tennessee are in the middle of a health crisis. What are YOU going to do?" Dr. Stephaine Walker's call to action followed the launch of the TN Women's Health Report Card, which showed some clear areas of progress since the previous snapshot of women's health in our state, but also a number of areas in which there is still significant work to be done. While we are getting more mammograms and have significantly decreased our rates of breast and lung cancers, for example, cervical cancer rates have increased, and 42% of Tennessee's women have high blood pressure. Almost 1 in 5 of us smoked while we were pregnant, and 1 in 3 of us are obese. African American women experience striking disparities in rates of breast cancer, STD contraction, and infant mortality. The full 2013 report can be accessed through the link below. Read carefully, and decide what YOU are going to do to improve the health of women in Tennessee.

Veterans & PTSD

Post Traumatic Stress Disorder (PTSD) is a common psychological injury sustained by approximately 25% of our military service members who see combat. PTSD has devastating effects on those who suffer from it and their family members. The symptoms, such as hyper-alertness, dissociation, sleeplessness, and emotional detachment, give rise to even more serious problems like alcoholism, drug abuse, divorce, domestic violence – and even suicide. There is no “cure” for PTSD.

Mental Health and Mental Illness

“I’ve never shared my story with anybody.” -- The first step toward recovery can be the most difficult. The ability to engage in productive activities, to find relationships with other people fulfilling, and to adapt to change and cope with adversity are each vital to enjoying a happy and healthy life. But each of these facilities can be significantly impaired by mental health disorders. A mental health diagnosis should not define who a person is, or what a person can achieve through treatment and support. Middle Tennessee nonprofit organizations are ready to help make that first step toward good health a little easier.