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Latino Center for Prevention & Action in Health & Welfare

 450 W 4th Street, #130
 Santa Ana, CA 92701
[P] (714) 542-7792
[F] (714) 542-4853
www.LatinoHealthAccess.org
[email protected]
Ginger Lee
FOUNDED: 1993
INCORPORATED: 1993
 Printable 1 Page Summary
 Printable Profile
Organization DBA Latino Health Access
Former Names --
Organization received a competitive grant from the community foundation in the past five years Yes
Employer Identification Number 33-0562943 00000

Summary


Mission StatementMORE »

Latino Health Access (LHA) assists in improving the quality of life and health of uninsured, under-served people through quality preventive services and educational programs, emphasizing full participation in decisions affecting health.

Mission Statement

Latino Health Access (LHA) assists in improving the quality of life and health of uninsured, under-served people through quality preventive services and educational programs, emphasizing full participation in decisions affecting health.

FinancialsMORE »

Fiscal Year 20156
Projected Expenses $2,626,449.00
Projected Revenue $2,628,578.00

ProgramsMORE »

  • Children and Youth Initiative
  • Healthy Weight/Peso Saludable
  • Diabetes Self Management
  • Mental Health

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview


Mission Statement

Latino Health Access (LHA) assists in improving the quality of life and health of uninsured, under-served people through quality preventive services and educational programs, emphasizing full participation in decisions affecting health.

Background Statement

Latino Health Access (LHA) is a non-profit 501(c)3 public health organization founded in 1993. The mission of Latino Health Access is to assist in improving the quality of life and health of low-income, uninsured, under-served people through quality preventive services and educational programs, emphasizing full participation in decisions affecting health. LHA was founded following the completion of a study by a group of people who would become the agency's Board of Directors. The study revealed that linguistically and culturally appropriate health services for Spanish-speaking Latinos in Orange County were virtually non-existent. The agency's Founder and CEO, América Bracho, drew from her experience working with Community Health Workers as a medical doctor in rural Venezuela to establish the Promotores de Salud, or Community Health Worker model as the driving force for the organization. In 2012, LHA conducted more than 110,000 outreach contacts and served more than 4,600 unduplicated participants living in Orange County, CA. More than half (70%) of LHA's participants are Santa Ana residents; the remaining 30% reside in surrounding cities. Most of LHA's participants (92%) make less than $30,000 per year.

The community health worker, Promotor de Salud, model enables LHA programs to be facilitated by highly trained community members who have learned to master similar conditions to those of the participants they serve. Promotores are LHA employees who are community members that teach and engage residents on a peer level. They speak the language of potential participants and understand challenges facing families served by LHA. Programs and services at LHA are customized to be culturally appropriate and assist participants in taking control of their health and encouraging others around them to do the same.

LHA's three main strategic objectives are: reducing the burden of chronic disease, strengthening family mental and emotional health, and creating healthier communities through a culturally competent and collaborative approach. Ultimately, LHA works toward a system where healthcare can be viewed as a right and not a privilege.

 


Impact Statement

In 2013, following a 10-year initiative, the building of LHA’s Greenheart Families Park and Community Center came to fruition and was opened to the public. This center provides Santa Ana communities a place to gather and engage in activities that promote health and community participation. After the grand opening, LHA utilized the Park and Community Center as the mid-point of a circuit route of an initiative called the “Wellness Corridor.” The Wellness Corridor promotes healthier living by using non-traditional open spaces to create accessible urban fitness walking and biking routes. The Wellness Corridor kick-off event was held in November, 2013 and was a big success thanks to many stakeholders such as small businesses and local government, LHA staff, volunteers, and community members’ engagement and participation, helping to create neighborly relationships. LHA continues to strengthen community relationships and build new ones through efforts like these. At the end of 2013, LHA was offered a donation from local stakeholders of building renovations to LHA’s newly owned headquarters. Partnerships like these enable LHA and the community to make an impact on public health.

LHA has built successful programs in two areas: 1) health education and promotion, and 2) civic engagement in local, state, and national advocacy campaigns. This year, our goal is to bridge these areas that will propel individuals and families forward while addressing immediate needs. We aim to change our organizational structure and break down programmatic silos by re-shaping internal boundaries to improve coordination among programs to maximize effectiveness. Ultimately, we aim to increase organizational synergy to maximize our impact by strengthening programmatic capacity that will lead to more civically engaged families. To support these efforts, LHA will focus on obtaining core support funding to ensure financial security for the implementation, and enhancement, of LHA programs and services.


Needs Statement

LHA's Top 5 most pressing needs:

1) Core Support -- $200,000
   - Fund development, Administrative staff, Grant writer, etc.
2) LHA Park and Community Center maintenance and staff -- $125,000
   - Maintenance of park grounds and community center building
   - Increase staff capacity to offer program services at this location
3) Children's Initiative Program -- $169,000
   - Funding needed to continue offering Children's Initiative services to local    communities to promote leadership, health, and civic participation of Orange    County youth and families. 
4)  IT support, Computers, and Servers -- $50,000
   - Update and replace LHA staff and program computers and servers
   - Server maintenance and protection 
5) General Office and Building Supplies -- $100,00 per year

CEO Statement

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Board Chair Statement

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Other Ways to Donate/Volunteer

- You can mail a check to Latino Health Access Attn:  Accounting Department at 450 W. 4th St. Suite 130, Santa Ana, CA 92701
- Donate under "Get Involved" tab on LHA website at latinohealthaccess.org
- Walk-in/in-person donation at LHA headquarters at address listed above 

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Central Orange County
West Orange County
South Orange County
North Orange County

Most LHA participants reside in: 
- Santa Ana, Anaheim, Tustin, Orange of Orange County, CA, but LHA serves all of Orange County residents.
- Indio city in Riverside County, CA

Organization Categories

  1. Human Services - Family Services
  2. Civil Rights, Social Action, Advocacy -
  3. Health Care - Community Health Systems

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Programs


Children and Youth Initiative

The overall program objectives are to: 1) Improve the health of enrolled children and youth, and their families, through culturally and linguistically appropriate education and activities promoting nutrition, physical activity, how to access affordable healthcare, and other health topics; 2) Significantly increase the social, leadership and academic skills of enrolled children and youth through projects and activities in the areas of civic engagement, communication, public speaking, and math and reading; and 3) Improve the health of families by training children and youth to effectively diffuse information on nutrition, physical activity, how to access affordable healthcare, and other health topics.
Budget  $208,930.00
Category  Human Services, General/Other Children & Youth Services
Population Served Children Only (5 - 14 years)
Program Short-Term Success  80% of children will learn at least one leadership skill, and complete four activities through community projects, health fairs, political action, personal testimonial, and/or outreach promoting healthy choices. 80% of parents will volunteer in the program and attend a parent support group.
Program Long-Term Success 

60% of children will maintain leadership skills, be involved in civic participation, and promote health.

Program Success Monitored By 

Outcomes for youth and parents are tracked related to improvements in youth leadership and social skills, youth academic progress, increased participation of parents in their children’s activities, and increased community opportunities for youth. An observational checklist completed by the parent measures changes in academic progress. An observational checklist completed by staff measures leadership competencies.

Examples of Program Success 



Healthy Weight/Peso Saludable

The Healthy Weight, or Peso Saludable, program provides the nutritional education and tools for families with children 6-13 years old to make necessary lifestyle changes in order to prevent the onset of obesity and chronic diseases.  This program includes: 1) Eight-week, three hours sessions including physical activity, 2) At least 1 on-on-one session with a community health worker, or Promotor, and 3) At least two follow-up face-to-face home visits within three to six months after graduation.

Budget  $189,307.00
Category  Food, Agriculture & Nutrition, General/Other Nutrition
Population Served Children Only (5 - 14 years) Minorities At-Risk Populations
Program Short-Term Success  85% of participating children will modify at least two behaviors related to improved nutrition and increased physical activity. 85% of participating parents will incorporate at least two behaviors related to improved nutrition and increased physical activity in the lives of their children. 65% of participating children will lower or maintain their baseline BMI by graduation.
Program Long-Term Success  60% of overweight or obese children graduating from the program will continue lowering or maintaining their BMI at graduation and after follow-up.
Program Success Monitored By  BMI measurements are taken for each child at the beginning and end of the class series and after follow-up. Parents self-report behavior changes in children related to improved nutrition and increased physical activity at home.
Examples of Program Success 

A mother attended the classes with two of her children, both overweight. The youngest has heart problems. In a handwritten testimony, the mother expressed how much learning about portions, grains, labels, sugary drinks, and exercise has helped her keep her boys in a healthier weight and physically active. Health has become an important subject for her and she is aware that if her children gain weight they will be prone to health problems.  Her biggest worry is for the child with heart problems.  She knows that if this boy gains weight his heart will have to work harder and health consequences will arise.


Diabetes Self Management

The Latino Health Access (LHA) Diabetes Self-Management Program (DSM) is a 12-week, award-winning educational program that helps low-income uninsured Latinos achieve significant improvements in their Hemoglobin A1c, cholesterol, and blood pressure levels.The program consists of peer led education sessions, combined with access to health care specialty services and resources to assist participants with the management or prevention of the disease. The educational sessions encourage active participation through examples, role-playing, hands on food demonstrations, and exercise classes. The healthcare specialty services consist of a consultation with a Registered Dietician, a comprehensive eye exam, and a foot exam. The program focuses on two critical areas of need that aid in long-term diabetes self-management: 1) Extra care for participants having difficulty in achieving results in HgA1c levels, and 2) Follow-up HgA1c, blood pressure, and cholesterol screenings for DSM graduates.
Budget  $383,210.00
Category  Diseases, Disorders & Medical Disciplines, General/Other Diabetes
Population Served Adults Hispanic, Latino Heritage
Program Short-Term Success 

By the end of the DSM 12-week course: 1) 50% of participants with a hemoglobin A1c greater than 8 at baseline will better manage their diabetes by lowering A1c levels by at least 1% after participating in DSM classes, 2) 25% of participants with hemoglobin A1c between 7 and 8 at baseline will better manage their diabetes by lowering hemoglobin A1c by at least 1% after participating in DSM classes and 3) 75% of participants will be connected to at least one healthcare provider that will screen for early signs of diabetes complications.

 

Program Long-Term Success 

At least 50% participants will maintain or reduce their Hemoglobin A1C values after two months from completing the 12 week program. The DSM programs long term goal is to reduce diabetes related complications across the lifespan.

Program Success Monitored By 

Outcome and evaluation of program objectives will be measured through tracking methods such as filling out log-in/log-out forms, measuring pre and post intervention and post follow-up of the biological indicator Hemoglobin A1c. In addition, participant’s visits to specialty healthcare services will be entered into a database. 

 

Examples of Program Success 

68% of participants with a hemoglobin A1C greater than 8 at baseline lowered thier A1C levels by at least 1% after participating in DSM classes.


Mental Health

LHA's Live Well, or Vivir Bien, program improves linguistic and cultural access to mental health services in the community and focuses on mental health wellness for participants and their families. This program works towards reducing risk factors and building protective factors using prevention and early intervention strategies. Community health workers, or Promotores de Salud, in the Vivir Bien program offer services including (1) individual interventions and one-on-one support sessions, (2) personalized systems navigation for referrals and linkages to resources, (3) educational and skills training classes, (4) parent education workshops, (5) support groups, (6) transportation support to access LHA services, and (7) follow-up.

Budget  $810,400.00
Category  Mental Health, Substance Abuse Programs, General/other Peer Counseling
Population Served Adults Hispanic, Latino Heritage Families
Program Short-Term Success  During participants time in the LHA's mental health program: 1) Participants who complete pre and post surveys will maintain or increase the level of overall well-being, 2) Participants who complete a pre and post survey will maintain or increase the level of family protective factors, and 3) Participants who complete a pre and post survey will maintain or increase use of positive discipline practices.
Program Long-Term Success  1) Improve participants' overall well-being, 2) Build strong, healthy families by increasing protective factors, and 3) Increase use of positive discipline practices.
Program Success Monitored By  Program impact is being measured using the World Health Organization (WHO-5) Well Being Index and the Protective Factors survey among participants that commit to receiving at least three individual intervention sessions or participate in an educational workshop series. Participants will complete these instruments at the beginning of the individual intervention session or initial educational workshop and after at least three individual intervention sessions or end of educational workshop series.
Examples of Program Success  --

Management


CEO/Executive Director America Bracho
CEO Term Start June 1993
CEO Email [email protected]
CEO Experience

América Bracho, LHA’s CEO and President, worked as a rural medical doctor in her native home of Venezuela. In the United States, she attended the School of Public Health in Ann Arbor, MI, earning a Master of Public Health degree. Latino Health Access (LHA) was founded by América Bracho in 1993. She drew from her experience working with Community Health Workers as a medical doctor in rural Venezuela to establish the Promotores de Salud, or Community Health Worker, model as the driving force for the organization.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Patricia Cantero Director of Evaluations --
Iliana Coronado Director of Finance --
Gloria Giraldo Program Director --
Francisca Leal Program Director --
Ginger Lee, MPH Chief Operating Office --
Nancy Mejia -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

Staff Information

Number of Full Time Staff 66
Number of Part Time Staff 2
Number of Volunteers 100
Number of Contract Staff 5
Staff Retention Rate % 94%
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: --
Asian American/Pacific Islander: --
Caucasian: --
Hispanic/Latino: --
Native American/American Indian: --
Other: --
Other (if specified): --
Gender Female: --
Male: --
Not Specified --

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? --
Years Strategic Plan Considers --
Management Succession Plan Under Development
Organization Policies And Procedures Yes
Business Continuity of Operations Plan --

Risk Management Provisions

Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes --
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Government Licenses

--

CEO Comments

--

Foundation Comments

--

Governance


Board Chair Modesto Diaz Esq.
Board Chair Company Affiliation Leviton, Diaz & Ginocchio, Inc.
Board Chair Term Feb 2012 -
Board Co-Chair Catalina Santamaria
Board Co-Chair Company Affiliation Disney
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
George Avila -- --
America Bracho MPH, CDE Latino Health Access Voting
Rita Cruz Gallegos Community Member Voting
Manuela De Jesus Lopez Medina Adult Community Leader Voting
Modesto Diaz Esq. Leviton, Diaz & Ginocchio, Inc. Voting
Jesus Gutierrez Youth Community Leader Voting
Garrett Kop Community Member Voting
Victor Manuel Gonzales Northgate Gonzales Markets Voting
Sr. Herlinda E. Ramirez M. St. Jude Neighborhood Clinic --
Leopoldo Ramos Business Consultant --
Catalina Santamaria Community Member Voting
Dorothy Lane Siddall M.D., FAACP Retired Partner Physician, Kaiser Medical Offices --
Lilia Tanekeyowma Ed.D. Santa Ana College Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 1
Hispanic/Latino: 11
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 5
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Board Orientation Yes

CEO Comments

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Foundation Comments

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Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 20156
Projected Revenue $2,628,578.00
Projected Expenses $2,626,449.00
Form 990s

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2015 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $4,244,102 $7,386,030 $3,533,643
Total Expenses $4,375,978 $4,581,019 $3,597,510

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$2,557,788 $2,434,933 $2,183,469
Government Contributions $1,252,212 $4,629,238 $829,404
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,252,212 $4,629,238 $829,404
Individual Contributions -- -- --
Indirect Public Support $0 -- --
Earned Revenue $201,748 $165,544 $336,381
Investment Income, Net of Losses $14 -- $478
Membership Dues $0 -- --
Special Events $210,790 $112,542 $139,192
Revenue In-Kind $3,905 $12,186 $15,658
Other $21,550 $31,587 $29,061

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2013 2012 2011
Program Expense $3,830,220 $3,835,660 $3,135,303
Administration Expense $427,246 $670,852 $361,323
Fundraising Expense $118,512 $74,507 $100,884
Payments to Affiliates $0 -- --
Total Revenue/Total Expenses 0.97 1.61 0.98
Program Expense/Total Expenses 88% 84% 87%
Fundraising Expense/Contributed Revenue 3% 1% 3%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2013 2012 2011
Total Assets $6,393,577 $7,312,749 $5,381,191
Current Assets $481,237 $75,749 $1,892,893
Long-Term Liabilities $2,306,207 $2,427,859 --
Current Liabilities $28,669 $693,489 $3,996,633
Total Net Assets $4,058,701 $4,191,401 $1,384,558

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 16.79 0.11 0.47

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 36% 33% 0%
Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Are you currently in a Capital Campaign? --
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

CEO Comments

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Foundation Comments

Summary financial data is per the form 990s and the audit for 2012 as well as consultation with the organization. Foundation/corporate and individual contributions are combined under Foundation and Corporation Contributions. 

Documents


Other Documents

No Other Documents currently available.