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AltaMed Health Services Corp

 2040 Camfield Avenue
 Los Angeles, CA 90040
[P] (323) 889-7317 x 2317
[F] (323) 889-7399
http://www.altamed.org/
http://www.altamedgives.org/
[email protected]
Benjamin Wirick
FOUNDED: 1969
INCORPORATED: 1969
 Printable 1 Page Summary
 Printable Profile
Organization DBA AltaMed
Former Names --
Organization received a competitive grant from the community foundation in the past five years No
Employer Identification Number 95-2810095 00000

Summary


Mission StatementMORE »

AltaMed's mission is to eliminate disparities in health care access and outcomes by providing superior quality health and human services through an integrated world-class delivery system for Latino, multi-ethnic and underserved communities in Southern California.

Mission Statement

AltaMed's mission is to eliminate disparities in health care access and outcomes by providing superior quality health and human services through an integrated world-class delivery system for Latino, multi-ethnic and underserved communities in Southern California.


FinancialsMORE »

Fiscal Year 2019
Projected Expenses $665,804,712.00
Projected Revenue $700,843,790.00

ProgramsMORE »

  • Diabetes Group Visit Program
  • Uninsured Services
  • Childhood Obesity Prevention
  • Escalera STEM
  • PACE

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview


Mission Statement

AltaMed's mission is to eliminate disparities in health care access and outcomes by providing superior quality health and human services through an integrated world-class delivery system for Latino, multi-ethnic and underserved communities in Southern California.


Background Statement

Founded in 1969 as the East Los Angeles Barrio Free Clinic, AltaMed has since grown to become the largest unaffiliated non-profit Federally Qualified Health Center in California with 43 clinics serving over 203,000 unduplicated patients annually through nearly 1 million clinic visits. Most patients live in vulnerable, underserved communities throughout Los Angeles and Orange Counties. Fully accredited by the Joint Commission on Accreditation of Healthcare Organizations, AltaMed continues to increase access to comprehensive health and human services to multi-ethnic and Latino medically underserved communities. AltaMed is committed to providing integrated, quality medical care to low-income populations, the uninsured and under-insured and those with limited healthcare options and to ensure that programs and services are accessible to all populations—regardless of ability to pay or other barriers to accessing healthcare services such as language, transportation, or cultural affinity.

Services. With clinical and administrative staff that live and work in target communities and represent its patient population, AltaMed effectively engages its patients through multicultural services that break down language and cultural barriers to accessing services. AltaMed provides a continuum of multilingual and culturally competent health and pre-emptive care services that include primary care, pediatrics, obstetrics/ gynecology, geriatric medicine and healthcare for seniors, HIV/AIDS treatment and prevention, family planning, youth outreach and pregnancy prevention, dental care, substance abuse treatment and prevention, and mental health services. Clinics offer walk-in access along with daily scheduled patient visits.

AltaMed also administers Escalera STEM, Lideres Avanzando, AmeriCorps and Health Fellowship programs, designed to support youth and young adults through post-secondary school and into the workforce. And for more than a decade, AltaMed has empowered populations among its patient community through integrated civic engagement activities including voter registration and education, Get Out the Vote (GOTV) drives, immigration/ naturalization and leadership-development activities and services.

 

 


Impact Statement

1. AltaMed has delivered quality care to underserved communities of Southern CA for over 48 years. As one of the largest independent Federally Qualified Community Health Centers in the U.S., AltaMed delivers more than 1,000,000 annual patient visits to approximately 207,000 unique patients through 43 service delivery sites in L.A. and Orange Counties.

2. Dental screenings impact overall patient health greatly. Every AltaMed dental patient receives a blood pressure screening before an exam. We also prioritize the safety of our dental procedures by maintaining & testing our water lines. When 1 in 3 children in Orange County has untreated tooth decay that needs attending to, safety is a priority.

3. Breastfeeding during infancy has been shown to help prevent chronic diseases like hypertension, obesity, and type 2 diabetes in adulthood. To combat chronic disease early on, we provide lactation clinics and support groups at 6 of our L.A. and Orange County clinics.

4. In East L.A., 67% of adults are overweight or obese. We are working with local school districts to establish good eating habits. Last year, our Health Education and Wellness team helped the Whittier City School District assess & update its wellness policy, which requires the adoption of goals related to nutrition education and physical activity.

5. CA is expected to fall short of having 8,200 physicians by 2030. This doesn’t factor in the supporting roles that allow the health care industry to function. Through our Health Fellowship and AmeriCorps programs, our Workforce Development team places college students and recent grads into a variety of AltaMed departments as part of a pipeline to train youth for employment.

4 clinical quality goals for 2018

1. Increase breast cancer screening rate from 48% -71%.

2. Increase cervical cancer screening rate from 52%-66%.

3. Increase colorectal screening from 38%- 66%.

4. Increase weight assessment and counseling for pediatrics from 25% -70 %.

 
 

Needs Statement

As 91% of AltaMed's patients live within 200% of the Federal Poverty Level, there is a high need of access to a variety of health and human services.

1. There is a great need for behavioral health services within Orange County; approximately 6,500 physicians practice in Orange County. Only 2.9% (192) are in psychiatry. In anOrange County Health Needs Assessment, it was reported that nearly 30% of respondents did not have insurance coverage that included coverage for mental health care services.

2. Need to provide patients with transportation in order to attend healthcare appointments.Nearly half of AltaMed's patients do not have reliable access to transportation. AltaMed actively seeks funds for bus and taxi vouchers.

3. Patient access to dental care and health education information about sugar/food consumption.

4. Patient access to Primary Care (patient/provider ratio)

5. Patient access to treatment/prevention/information regarding obesity, nutrition, and exercise.


CEO Statement

Many of us will remember 2017 as a year when tension finally saw some release—where anticipation gave way to open conversation, unrest, and most importantly, participation. A new administration led many Americans to attend their first protest, to become allies, to replace reaction with anticipation, and to ask, above all else, “What more can I do?” AltaMed’s employees were no exception. Our team of nearly 2,700 had access to care in mind while advocating for Affordable Care Act and Community Health Center funding, providing health care coverage enrollment support to thousands of patients and community members, and creating new routes to assistance. You will read about some of our achievements in health care, education, and safety in the pages to follow—I am extremely proud of the movement we’ve made. In 2017, we also expanded access to quality care by opening a beautiful new medical and dental site in South Gate, moving our PACE center in Huntington Park to a center adjacent to our Huntington Park medical office, and expanding on our partnership with Children’s Hospital Los Angeles so that pediatric patients in the South Gate area have access to urgent care services. I have no doubt that 2018 will bring its share of challenges, particularly given the uncertainty of health center funding in the long term. But I remain committed to the promise that we will not abandon our community, and hold a great deal of faith in the projects we have in store for 2018.


Board Chair Statement

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Other Ways to Donate/Volunteer

annual giving/direct mail appeal, phone/online donations, in-kind donations, event volunteers, fundraising special events (Duck-a-thon, East L.A. Meets Napa, O.C. Meets Napa, golf tournament), individual or planned giving programs, and major giving.

Geographic Area Served

Central Orange County
North Orange County

AltaMed provides health care and human services throughout a service area in Southern California that extends from East Los Angeles, to include metropolitan, southeast, and northeast Los Angeles, to cities and areas of central and northern Orange County, including Huntington Beach, Garden Grove, Orange, Anaheim, and Santa Ana.

Organization Categories

  1. Health Care - Community Clinics
  2. Health Care - Ambulatory & Primary Health Care
  3. Youth Development - Youth Development-Business

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Programs


Diabetes Group Visit Program

 AltaMed’s Diabetes Group Visit Program addresses the root causes of diabetes related health disparities & the lack of prevention behaviors in persons at high risk for diabetes and prediabetes. The Program provides diabetes education in combination with one-on-one medical evaluations by a physician. The educational component is co-facilitated by a health educator & a physician, and is designed to foster group participation and interaction that encourages learning among participants. Community health workers (promotoras) with similar cultural backgrounds & language preferences to AltaMed’s patients are the strength of the program. Promotoras establish trust with patients & deliver personalized health education on chronic disease self-management. Specifically, promotoras meet with patients, provide supplementary education and counseling, & then ongoing follow up. Patients participating in DGV are linked as needed to internal partners such as the clinic pharmacy, behavioral health & PACE. 
Budget  $121,293.44
Category  Health Care, General/Other Early Intervention & Prevention
Population Served At-Risk Populations Adults Hispanic, Latino Heritage
Program Short-Term Success  Short term success, when participants are engaging in the active program, not in the post-program follow-up phase, demonstrate good outcomes. The most significant of which includes an improvement in systolic blood pressure, LDL cholesterol levels, and in A1c levels as a result of lifestyle changes made through participation in the program. Each program cycle consists of 6 interactive weekly educational sessions for 12 patients each, serving a minimum of 1152 unduplicated patients in 1 year. 
Program Long-Term Success 

In May 2017, after completion of one of the Diabetes Group Visit cycles,  93% of patients received follow-up phone calls based on class evaluations that were completed in the month prior; 193 out of 207 reached by phone had completed their self-management goal, demonstrating a 93% patient completion rate. Patient data collected in FY 2015-2016 compared DGV participants’ pre-HgA1C (before intervention) and post HgA1C within 6 months of intervention. Upon analysis of data in the first six months there was a statistically significant decrease (p-value < 0.05) in HgA1C by 0.49.

Program Success Monitored By 

Program success will be measured by the following metrics: 80% of patients enrolled in the program will successfully complete the DGV Program; 70% of patients who complete the DGV program will demonstrate clinical improvements in LDL and/or BMI cholesterol levels, HbA1C levels, and systolic blood pressure as a result of lifestyle changes made from program participation. In 2017, all cohorts in the first 6 months of DGV demonstrated a 0.84 improvement in HbA1C levels, which is statistically significant. 80% or more of patients will complete a self-management goal.  Self-management goals are the beginning of positive behavior change and an indicator that the patient is taking strides towards healthy living which eventually results in changes to biomarkers.  Self-efficacy tests are evidence-based evaluation tools offering an accurate indicator of a patient's confidence level for self-managing their diabetes.


Examples of Program Success 

The initial 2014 pilot program demonstrated good outcomes, the most significant of which included a 9 point improvement in systolic blood pressure, a 21 point improvement in LDL cholesterol levels, and a 0.94 improvement in A1c levels.

Margarita, a grandmother of five and longtime special education teacher, realized her weight had gradually crept up to 194 pounds. She had become both prediabetic and hypertensive, and was placed on medication to lower her blood pressure. After six years, Margarita asked her doctor what she could do to cut out medication for good. He referred her to a nutritionist, Nadine, who gave her a pedometer and enrolled her in AltaMed’s Diabetes Prevention Program. In January 2017, Margarita began attending classes, which included group sessions, healthy cooking lessons, and one-on-one guidance. Three months in, she had reversed her prediabetes and high blood pressure. Her doctor was able to eliminate her prescription.


Uninsured Services

For many Orange County residents, lack of insurance prevents them from receiving the medical care they so desperately need. AltaMed has made a promise to provide quality health care to those patients without insurance, regardless of their ability to pay. There are over 286,323 uninsured individuals in Orange County, many of whom are children. Providing them with access to medical care is not only the responsible thing to do, it keeps our workforce healthy and strengthens our communities. When you support AltaMed’s Uninsured Services Program, you are helping friends, neighbors and others in the community who may not receive the health care they need without your assistance.

AltaMed’s Orange County sites provided over 12,920 visits to the uninsured last year. To keep our promise to provide quality medical care to those without insurance, regardless of their ability to pay, AltaMed plans to provide 42,000 doctor visits to the uninsured annually in Orange County.

Budget  733,333
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Unemployed, Underemployed, Dislocated Poor,Economically Disadvantaged,Indigent Hispanic, Latino Heritage
Program Short-Term Success 
Each year AltaMed hears the stories of countless uninsured patients who receive critical care through our sites. Whether it is a young homeless woman fighting breast cancer, or a unemployed diabetic managing his disease, AltaMed is proud to provide vital services to all in need.
As a result of preventative medical services, AltaMed hopes to increase patients' participation in the colorectal cancer screening from a rate of 63% to 66% by December 31, 2018.
Program Long-Term Success 

During AltaMed’s 48 year history, it is our privilege to provide health care and health & human services programs for more patients each year. In 2017, AltaMed had medical encounters with 29,788 uninsured patients. No other health center in Orange County cares for more uninsured patients than AltaMed.

Program Success Monitored By 

AltaMed successfully manages a portfolio of over 100 different government contracts with federal and state agencies and approximately 50 private grant agreements. All require collection, tracking, monitoring, and reporting of data and data analysis to determine the effectiveness of contracted services or interventions. Data collection and tracking mechanisms employed by AltaMed vary depending upon the specific program; they include internal databases, web-based database applications, or government agency-supported applications to track program or services data. A Grants Manager oversees each contract to ensure compliance with grant requirements and outcome goals.

Examples of Program Success  Maria had just completed chemotherapy & radiation treatment for cervical cancer that, thankfully, had been caught early by her AltaMed physician. During a follow-up appointment once she was cancer-free,
she had a blood analysis & it was discovered that her fasting blood sugar level was extremely high at 500. Maria’s AltaMed physician quickly got her on insulin treatment for type 2 diabetes—starting with 15 units that she’d spread throughout the morning, afternoon, & evening.
In addition to the insulin, Maria made major changes to her diet & lifestyle. She began drinking green juice & eating things like salads, grilled chicken, fish, fruits & nuts—including as much organic food as possible. She also began to exercise at the gym 2 days a week
for an hour & a half each time, & walk 30 minutes on the other days. It’s made a huge difference: In just 3 months, Maria has cut her insulin treatment down to 5 units daily. Maria is grateful for AltaMed's proactive treatment & her healthier life.

Childhood Obesity Prevention

STOMP, Solutions & Treatment in Obesity Management & Prevention, is a healthy weight management program for children, teens & families. Although STOMP is predominantly for children & teens, inevitably adult family members learn healthier behaviors as the program is implemented in the home. Children & families discover a new healthier way of living. STOMP is a 12 month pediatric weight-control program that helps participants live a healthy lifestyle with the help of nutrition & fitness education, motivational messages, medical care & personal consultations. Healthy weight & disease prevention come naturally. Topics covered include:  nutrition basics, reading food labels, food portion sizes, balancing meals, managing social eating & dining out, balancing physical activity with computer time, chronic disease prevention, stress management, body image & self-esteem, emotional eating, and fun fitness & training. STOMP is covered by health insurance plans.
Budget  145,669.44
Category  Health Care, General/Other Early Intervention & Prevention
Population Served Children and Youth (0 - 19 years) Children Only (5 - 14 years) Adults
Program Short-Term Success 
AltaMed will enroll approximately 260 overweight Latino children and adolescents and their parents in two 12-week STOMP phases that address three main objectives. Patients will achieve the following behavioral outcomes: 1) positive dietary change, 2) increased physical activity, and 3) improved stimulus control. Each week, participants will meet for a 90-minute session, which includes workshops and a weigh-in where the on-staff physician will make note of progress and provide guidance. 

Weight reduction goals are met by 83% of participants in the first 10 weeks of the program, and after one year of the program, 72% meet their weight-loss goals upon STOMP graduation.

 
Program Long-Term Success 

 AltaMed’s STOMP (Solutions & Treatment in Obesity Management & Prevention) Healthy Weight Management Program will ultimately teach children and families how to adopt a healthy, active lifestyle. The 12-month program will help families get healthier by adopting nutritional & dietary changes and participating in fitness education, receiving motivational messages, medical care, and personal consultations. Health educators will teach families how to make quick, balanced meals on a budget and incorporate exercise into their daily routine. STOMP will help families to develop positive habits that will lead to a longer, healthier life.


 

Program Success Monitored By 
Evaluation instruments proposed for STOMP are as follows: primary outcomes to be assessed are BMI/weight status, nutrition & physical activity behaviors, quality of life, satisfaction with care, & cost to carry out the components of the program as well as other costs such as parent/caregiver time-costs.
Nutrition & physical activity behaviors are measured by instruments such as a children's dietary questionnaire, physical & nutritional home environment inventory (questions for parents of childcare/preschool age kids), a kids web-based dietary recall questionnaire for use with children 10 years of age & older & for younger children using a proxy reporter, such as a parent or guardian. This questionnaire is available in English & Spanish, & is free. Another tool to monitor program success is parenting strategies for eating & an activity scale. A survey of parents with children from 5-7 years old, who are primarily Latino in Southern California is also provided in English or Spanish.
Examples of Program Success 

Antonio, 11 years old, shares how the STOMP program improved his whole family’s health and helped him at school.

“I was bullied at school - kids called me fat,” he says. “My doctor said we should join STOMP because he was worried I would get diabetes. My parents learned how to cook healthy meals and I learned how to do fun exercises. We’re almost done with the program now and my whole family has lost weight. My doctor isn’t worried about me getting diabetes anymore, and the kids at school stopped making fun of me!”


Escalera STEM

Escalera: AltaMed's Escalera STEM Program provides 300 high-risk youth from East Los Angeles communities with academic support, leadership training, and entry into STEM careers.   The program’s name, “Escalera” means ladder or stairway in Spanish to inspire youth to design and climb their individualized Career Ladders. AltaMed developed the Escalera program in 2007 in part to develop culturally competent medical professionals for our shared community. Escalera STEM makes it possible for at-risk youth to obtain needed training & have the opportunities to become highly functional and productive adults with economic mobility. The program, beginning in junior year of high school, transforms young people from impoverished backgrounds to young people ready to enter higher-paying STEM careers. AltaMed employs a multi-pronged approach to providing Escalera STEM clients with the workforce competencies & personal skills that will empower them to transition into successful, productive adults.

Budget  251,364
Category  Youth Development, General/Other Youth Leadership
Population Served At-Risk Populations Adolescents Only (13-19 years) Hispanic, Latino Heritage
Program Short-Term Success 

Using best practices in youth development, AltaMed’s Escalera Program employs academic enrichment, career exploration, personal development, case management, & leadership development that empower Escalera clients to avoid high-risk activities and overcome barriers to future success. Program goals include helping vulnerable Latino youth in South East L.A. & East L.A. graduate from high school, prepare for college, increase enrollment in post-secondary education, and make informed plans for their career.  Juniors and seniors  participate in weekly STEM activities and intensive case management through the duration of the two-year program. By junior year’s end, approximately 180 students will complete 13 Escalera STEM learning modules, participate in 104 Escalera STEM sessions and in 52 weekly case management sessions, and 9,915 students will participate in a school-wide health summit and alumni mixer that involves the entire student body and highlights the possibilities in STEM fields.

 

Program Long-Term Success 

AltaMed’s Escalera STEM program shows measurable changes in student outcomes such as successful graduation rates. In the 2016-2017 school year, 80 students joined Escalera and 100% of them graduated from high school. 100% of participants took a college entrance exam, and had access to free or low cost test preparation services/classes. 100% completed a FAFSA and 45 participants received outside scholarships. At the end of the two year project period, 100% of seniors are expected to graduate from high school and attend college. 65 participants are enrolled in a four year institution, and 15 are currently enrolled in a two year institution. As a comparison tool, in 2014-2015, 100% of program participants graduated high school as compared to students not enrolled in Escalera at LAUSD who had a 72.2% graduation rate.

Program Success Monitored By 
Key performance indicators are documented through lesson-specific tasks, assessments, defined social and academic outcomes(i.e., grade level advancement), number of college applications submitted, GPA, and graduation and college acceptance rates.AltaMed Escalera STEM partners with Unidos US to implement its Escalera STEM program through use of a specific curriculum. As a Unidos US grantee, AltaMed submits information and data to meet grant requirements as to how program success is measured. Data used to measure program success includes attendance records, participant data, pre, mid, and post-program surveys, and analysis of students’ work products and narratives. AltaMed’s Escalera program staff currently uses an ISIS database to track and monitor program activities and client level data.
Examples of Program Success 

“NCLR Escalera is an amazing after school program. The mentors in the program have helped me in many ways such as applying to universities. I honestly did not know what to do or how to apply but thanks to them I was able to apply to many prestigious universities. They believed in me and knew I was able to achieve my goals. Before applying to any schools my mind was set on East Los Angeles College because I am an immigrant student. I did not know all the different ways I can get helped to pay for schools I thought I will never afford a good school. But Escalera helped me realize that I can still get financial help by the school and many different scholarships. One of the most significant experiences I had with Escalera is when they took many students and me to visit California State University Northridge. I never thougth I would l ike a school so much the way I did Northridge. We got a tour and the school was so big and beautiful, and I knew that was my future school." –Claudia Gomez



PACE

PACE (Program of All-Inclusive Care for the Elderly) is a managed-care program that uses an interdisciplinary team approach to provide patients with medical, social, nutritional and rehabilitative services. The PACE program makes it possible for those who are frail and meet nursing home eligibility criteria to live with dignity and pride in their own homes while receiving all the care they need such as Primary Medical & Specialty Care, Prescription Medications, Basic Dental Care, All ADHC (Adult Day Health Care) Services, and Hospitalization if needed (Preventative measures to decrease hospital admissions).

 
For more than 30 years, AltaMed has been a provider of Senior Care Services in southern California, offering an array of programs for frail elderly and disabled individuals. Long-term care services offered through AltaMed include the Multipurpose Senior Services Program (MSSP), Integrated Care Management (ICM) and the PACE program.


Budget  149,387,169
Category  Health Care, General/Other Independent Living Skills Instruction
Population Served Aging, Elderly, Senior Citizens Hispanic, Latino Heritage Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

· AltaMed PACE patients will have the opportunity to relearn and practice self-care skills for daily living by using adaptive equipment in a context-appropriate environment.

· Occupational therapy staff members will be able to more effectively teach skills for daily living in a more natural environment, allowing the therapy staff to design more occupation-centered interventions for the patients.

· Occupational therapists will use their time more efficiently with more time to focus on treatment, and less on creating simulated environments.

· An already established cooking group, conducted by occupational therapists for patients, will be more effective in a context-relevant functional space.

Family members of AltaMed PACE patients will improve their ability and confidence during family education and training workshops that are offered regularly for caregivers by professional medical AltaMed staff.
Program Long-Term Success  PACE keeps 94 percent of patients out of the nursing home.
Program Success Monitored By 
    1. There is an established system that provides early intervention for high risk senior patients who do not receive regular medical monitoring.
    1. Caregivers and patients have learned how to monitor and report patients’ vital signs that often point to the need for immediate medical attention.
    1. Caregivers and patients have learned how to record data that will become a part of AltaMed’s Electronic Health Record.
    1. The project decreases the frequency of ER visits and hospital admissions amongst the 50 patients enrolled as a result of early interventions that prevent onset of major medical problems.
Examples of Program Success 

In 2018, AltaMed's PACE-Grand Plaza site was able to meet all Quarter 2 HEDIS (Healthcare Effectiveness Data and Information Set) quality measure targets, but most notably made strides in maintaining the A1c levels of those diabetic patients with A1c levels under 9%. This measure is historically challenging for sites because it not only incorporates medical interventions, but partnerships with the patient, to adhere to medication and commit to lifestyle changes. The Grand Plaza team attributes their success in helping patients manage their A1c to: Reviewing reports and identifying participants who have A1c greater than 9%; providing a daily glucose check and insulin coverage, if needed; involving all nursing staff with providing diabetes education to patients; and providing health education classes.


Management


CEO/Executive Director Castulo de la de la Rocha J.D.
CEO Term Start 1977
CEO Email [email protected]
CEO Experience

Cástulo de la Rocha, J.D., President and CEO, is chiefly responsible for building the largest community health center in the state of California.  As President & CEO of AltaMed Health Services Corporation, Mr. de la Rocha is an enduring trailblazer in community health.  Under his visionary leadership, AltaMed has transformed from a storefront barrio clinic in East L.A, into the largest nonprofit Federally Qualified Health Center in California, & among the top 5 in the nation.  He is a national figure in the community health field.  His purpose in entering the OC healthcare safety net system is driven by his profound belief that if AltaMed puts in place the same operating techniques and sensitive approaches it has used for the healthcare safety net in LA County, it can be very successful in making a positive impact on the lives of the indigent, underserved and underinsured in OC.

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Ms. Mary Ann Barnes Executive Vice President & Chief Operations Officer Mary Ann Barnes is the Executive Vice President and Chief Operations Officer of AltaMed Health Services Corporation. In this role, she touches nearly every aspect of day-to-day care, and helps shape the AltaMed experience across the entire health care delivery system — patients, physicians and care practitioners, and employees.

Ms. Barnes joined AltaMed in 2017 and oversees the health care system. Services under her purview include Senior Care Services (including eight PACE sites and the MSSP/SSP grant programs), Health Care Services (including 30 clinics), Information Technology Services, Operational Excellence, Pharmacy, Aging Services, and IPA network management. 

Having started her career as a nurse, Ms. Barnes has always been focused on seeing things from the patient’s perspective—to ensure they experience the best possible care. This persistent belief in always making a bigger difference in the lives of patients is what fueled Ms. Barnes’ rise and 36-year tenure at health giant Kaiser Permanente. From her start as an ICU nurse on the nightshift in San Diego, to growing Kaiser Permanente San Diego membership by 528,000, and then being instrumental in the planning of a new $900 million tertiary hospital, she has earned a profound 360-degree insight into the relationship between the health of individuals and their community.

As the President of Kaiser Foundation Health Plan and Hospitals Hawaii Region, one of Ms. Barnes’ biggest challenges was taking a large, state-owned hospital system and working with government officials and existing staff to turn the system into true private community hospitals for Maui County. Over the course of this complex initiative, she demonstrated prowess in strategic business planning, clinical and financial operations, government and community relations, and organizational development.

Zoila D. Escobar Senior Vice President, Strategic Development & Community Support

Ms. Escobar has an extensive and varied history in the health care arena. After a student internship in the early 1980s at AltaMed, Ms. Escobar worked with AIDS Project Los Angeles, as Program Director of the first “Latinas and AIDS” program in Los Angeles County. At the UCLA Family Planning Clinic, Ms. Escobar served as Clinic Administrator for HIV Services and later became the Director of Education and Government Affairs for the Arthritis Foundation. She has also served as Technical Assistant for the World Health Organization where she worked to develop and implement a comprehensive training program to help physicians and other health care professionals improve Hemophilia and HIV Infection Health Care Systems internationally. In the 1990s, Ms. Escobar rejoined AltaMed to expand AltaMed’s HIV services. During her time at AltaMed, Ms. Escobar has served as co-chair of the first “Binational U.S./Mexico AIDS Conference”; chaired the “Latino Artists against AIDS” Art Show, the “Big Sisters of Los Angeles - Latina Advisory Dinner and Gala” fund-raising committees and routinely volunteers her time for several other community fund raising events. Currently, Ms. Escobar is responsible for strategic development at AltaMed; this includes cultivating community support from stakeholders in the Southern California healthcare safety net and developing philanthropic support from public and private funding sources.

Jose Esparza Senior Vice President, Finance and Chief Financial Officer Mr. Esparza joined AltaMed in January 1994 and currently serves as Senior Vice President of Finance and Chief Financial Officer. In this position Mr. Esparza is oversees all accounting personnel, systems, policy, budgets, financial reports, tax returns and annual audits. Mr. Esparza monitors, guides and ensures that AltaMed’s financial strategy supports the strategic plan. He also analyzes and reports on revenue and expenditures and explores opportunities for expansion to sustain future organizational growth. Mr. Esparza’s previous experience included positions in public accounting where he managed independent audits of both for-profit and nonprofit organizations, including being the General Financial Manager for Northeast Valley Health Corporation. Mr. Esparza received a Master of Business Administration from the University of Phoenix, and a Bachelor’s degree in Business Administration from California State University, Los Angeles.
Robert Gomez Vice President, Business Development

Robert Gomez presently serves as the Interim Vice President of Business Operations for Altamed Health Services Corporation. With over 20 years of healthcare experience, Mr. Gomez has served as the Chief Executive Officer for El Rio Health Center in Tucson Arizona, where he built a nationally recognized community health center program.

During his long career in community health programs and development he has been active at the state and national levels including service on the Board of Directors and former President for the National Association of Community Health Centers.

Robert Gomez has a Bachelors in History from Texas A & M International University.

Mr. Louis Gutierrez Vice President of Human Resources Louis Gutierrez is Vice President of Human Resources at AltaMed, a position that directly impacts nearly every member of the health system’s workforce. He oversees employee compensation, benefits, human resource information systems, talent acquisition, workforce planning, and talent management. In this position, Mr. Gutierrez and his team balance immediate, day-to-day needs with longer-term, strategic initiatives that strengthen AltaMed’s ability to provide quality health care to all of those it serves.

Since joining the company in 2017, Mr. Gutierrez has fostered a work environment that recognizes and rewards accuracy, responsiveness, and sound business judgment. He’s a tireless advocate for education and talent development, encouraging AltaMed employees to learn as much as they can—not only so they can grow within their role or advance within the company, but so that they can reach their own unique potential. While he takes pride in creating a supportive environment for employees to take on new challenges, he understands the importance of developing diverse talent pipelines, especially to grow the AltaMed provider network. The HR team’s work is devoted to supporting the business and people strategies of the organization, and positioning AltaMed as an employer of choice in the health care industry.

Mr. Gutierrez has a demonstrated track record for creating performance-driven environments where employees at all levels are able to do their best work. Prior to joining AltaMed, Mr. Gutierrez held senior human resources and legal positions for global organizations such as Cox Enterprises Automotive Group, Paramount Pictures, Time Warner Cable, Turner Broadcasting, and The Walt Disney Company. Mr. Gutierrez has spent more than 20 years successfully building and delivering enterprise-wide human capital and organizational effectiveness initiatives that drive business results while enhancing employee engagement and wellness.

Henry Holguin J.D. Senior Vice President, General Counsel

 Mr. Holguin is the full-time General Counsel at AltaMed. He had previously represented AltaMed since 1988 and is proud to continue in this role as a full-time employee. He previously represented a wide variety of corporate, business, and health care clients and entrepreneurs in various transactions, negotiations, litigation, administrative, regulatory and licensing matters. He has represented clients involved in matters with the California Attorney General's office, Department of Health Services and various professional boards in California and other states. In his current capacity, he counsels AltaMed on the structure, business, and regulatory issues affecting health care operations, providers and professionals, including medical and dental groups and IPA practice development, formation of management service organizations (MSOs), Knox-Keene health care service plans, HMOs and other managed care health delivery systems. In October 2008, Mr. Holguin was named one of the top 100 in the U.S. and top 40 in Los Angeles most "influential Hispanics".

Angela D. Roberts Senior Vice President, Facilities Development & Management

Ms. Roberts joined AltaMed in 1997 to direct and implement technology and electronic information systems necessary to accomplish stated business objectives and goals. Ms. Roberts was formerly a Senior Management Officer with the University of California at Los Angeles, and an Executive Vice President with the Housing Authority of the City of Los Angeles. Ms. Roberts has over 25 years of extensive experience in the IT arena. In 2001, Ms. Roberts’ role within AltaMed expanded to include oversight of facility development projects, inclusive of property acquisitions, construction and renovations efforts, and expansion opportunities. Ms. Roberts received her Bachelor of Arts degree from California State Dominquez Hills. She has served as a technical advisor to several IT trade associations and has been a member of the Information Systems Strategic Planning Committee for the California Primary Care Association. Ms. Roberts has been recognized for her exceptional achievements with awards from the City of Los Angeles; the National Association of Housing and Redevelopment Officials (NAHRO); and the Housing and Urban Development Department (HUD).

Marie S. Torres Ph.D., L.C.S.W., A.C.S.W. Senior Vice President, Government Relations

 Dr. Torres joined AltaMed in June of 1991 and currently serves as Senior Vice President of Government Relations & Community Research Initiatives. During her tenure at AltaMed, Dr. Torres has directed the expansion of senior services including the development and implementation of the first Program of All-inclusive Care for the Elderly (PACE) in Southern California, four new adult day health care centers, new case management programs targeting functionally impaired adults, and other home and community-based long term care services in the Latino and other multicultural underserved communities. Dr. Torres’ prior management experience was at Huntington Memorial Hospital, Senior Care Network in Pasadena, the Edward R. Roybal Institute of Applied Gerontology at California State University, Los Angeles and the East Los Angeles Health Task Force. She has more than twenty-four years experience in gerontology and health services administration; leadership; extensive legislative advocacy; and knowledge in health and social welfare. In 2000, Dr. Torres was the recipient of the 1999 Distinguished Alumna Award, School of Health and Human Services, California State University, Los Angeles. Dr. Torres is recognized as a national and local lecturer on topics related to integrated health and long-term care delivery systems, managed care, case management, elder abuse, public policy, and the Latino elderly. Dr. Torres is active in several community organizations, including the California Association for Adult Day Services, the California Primary Care Association (Executive Committee Member of the Board), USC Latino Social Work Alumni Advisory Committee, California State University, Los Angeles School of Social Work Advisory Board, Trabajadores de la Raza (a professional Latino social work organization), the Los Angeles Leadership Council of Aging Organizations and the National Hispanic Council on Aging. Dr. Torres received her doctoral and master's degrees from the University of Southern California, School of Social Work.

Ms. Anna Tran Senior Strategy Executive  Ms. Anna Tran joined AltaMed’s senior leadership team in 2017 as Senior Strategy Executive. She oversees AltaMed’s Managed Care as well as the Sales and Marketing team, focusing on membership growth. She also supports our President & CEO in planning the long-term strategic growth of the organization. 

Ms. Tran comes to AltaMed with an extensive history in health care leadership. While she previously served as CFO at Pacific Alliance Medical Center, she later spent a total of 18 years on the leadership team of Care1st, where she held the roles of CFO, COO, CEO, President, and Strategic Advisor, eventually facilitating the sale of Care1st and the transition of more than 500,000 members to Blue Shield of California. From 2011 to 2014, Ms. Tran was a member of AltaMed’s Board of Trustees.

Education
M.S., Accounting, California State University, Los Angeles
B.S., Biology, California State University, Los Angeles

Awards

Award Awarding Organization Year
CAPE Silver Eureka Award California Awards for Service Excellence 2016
Safety Net Provider of the Year Award Los Angeles Business Journal 2016
Visionary Nonprofit Award California Center for Public Health Advocacy 2016

Affiliations

Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Ambulatory Care Accreditation 2014
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation 2014
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Health Care Network Accreditation 2014
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Home Care Accreditation 2014

Collaborations

Q1-Collaboration: Collaborations with other Federally Qualified Health Centers

AltaMed has collaborations with several local Federally Qualified Health Centers. Clinica Monsignor Oscar A. Romero Community Health Centers in East Los Angeles and Central City Community Health Center both accept referrals of AltaMed patients for mental health. Other LA County FQHC relationships exist with Family and Health Care Centers of Greater Los Angeles, JWCH Institute, and South Central Family Center, as well as North East Community Clinic, a FQHC Look-a-Alike. All of these clinics have service areas that overlap in some areas, and together with AltaMed are committed to serving medically underserved populations in East, Central and South LA. AltaMed was the second FQHC to establish a presence in Orange County (for many years the only FQHC in Orange County was the University of California/Irvine Medical Center [UCI]), and has since provided support to several community clinics in their efforts to achieve FQHC status. Assistance was provided to the UCI clinics to more accurately calibrate their UCI Medical Centers’ billing and claims system.

Staff Information

Number of Full Time Staff 2,801
Number of Part Time Staff 17
Number of Volunteers 163
Number of Contract Staff 0
Staff Retention Rate % 19%
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: --
Asian American/Pacific Islander: --
Caucasian: --
Hispanic/Latino: --
Native American/American Indian: --
Other: 2,801
Other (if specified): --
Gender Female: --
Male: --
Not Specified 2,801

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 2
Management Succession Plan Yes
Organization Policies And Procedures Yes
Business Continuity of Operations Plan Yes

Risk Management Provisions

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

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
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 Mr. Fernando de Necochea
Board Chair Company Affiliation Retired, Southern California Edison
Board Chair Term June 2015 - June 2019
Board Co-Chair Efrain Talamantes M.D.
Board Co-Chair Company Affiliation Associate Director, UC Davis Center for Reducing Health Disparities
Board Co-Chair Term June 2015 - June 2019

Board Members

Name Company Affiliations Status
Adolfo Chanez Community Volunteer Voting
Fernando de Necochea Retired Voting
Maria Grimaldo Community Volunteer Voting
Ms. Liliana Ramirez Children's Hospital Los Angeles Voting
Ricardo Robles La Reina Foods, Inc. Voting
Efrain Talamantes Community Volunteer Voting
Gregory Valenzuela Community Volunteer Voting
Mr. Marc Victor Community Volunteer Voting
Gloria Carillo Zamora Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
Bertha Aguirre Empire Transportation Voting
Raul Anaya Bank of America Merrill Lynch Voting
Hector Barreto The Latino Coalition Voting
Jack Cline Jr. Lee and Associates Voting
Phil Cohen AHMC Healthcare Inc. Voting
Cástulo de la Rocha J.D. AltaMed Health Services Voting
Jacky Dilfer BFC funding Voting
Zoila D. Escobar AltaMed Foundation Voting
Richard Gomez Total Corporate Solutions NonVoting
Henry Holguin J.D. Holguin Law Group Voting
Dr. David C. Lizárraga TELACU / Millennium Voting
Bruce Pansky PIP Printing Voting
Ricardo Robles La Reina Foods Voting
Richard Zapanta MD Eastside Orthopedic Medical Associates Voting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 1
Hispanic/Latino: 8
Native American/American Indian: 0
Other: --
Other (if specified): --
Gender Female: 3
Male: 6
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 4
Board Meeting Attendance % --
Written Board Selection Criteria --
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 44%
Percentage of In-Kind Contributions 33%
Board Orientation Yes

CEO Comments

--

Foundation Comments

--

Standing Committees

  • Audit, Compliance and Controls
  • By-laws
  • Executive
  • Finance
  • Human Resources / Personnel
  • Investment
  • Legislative
  • Nominating

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year May 01, 2018 to Apr 30, 2019
Projected Revenue $700,843,790.00
Projected Expenses $665,804,712.00
Form 990s

2017 Form 990

2016 Form 990

2015 Form 990

2014 990 Form

2013 990 Form

Audit Documents

2016 Audit 2016-2017

2015 Audit 2015-2016

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $508,780,725 $410,528,175 $360,363,626
Total Expenses $423,091,557 $364,979,113 $294,703,223

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$2,423,051 $3,703,043 $1,994,577
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 $0 $0
Individual Contributions -- -- --
Indirect Public Support $0 $0 $0
Earned Revenue $500,053,552 $399,737,230 $355,466,604
Investment Income, Net of Losses $2,711,972 $2,786,489 $1,833,561
Membership Dues $0 $0 $0
Special Events $-632,242 $-219,648 $257,248
Revenue In-Kind $52,795 $115,098 $113,380
Other $5,243,656 $5,458,866 $1,492,802

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2016 2015 2014
Program Expense $419,904,137 $363,602,978 $293,503,561
Administration Expense $1,862,394 $0 $62,960
Fundraising Expense $1,325,026 $1,376,135 $1,136,702
Payments to Affiliates $0 $0 $0
Total Revenue/Total Expenses 1.20 1.12 1.22
Program Expense/Total Expenses 99% 100% 100%
Fundraising Expense/Contributed Revenue 74% 40% 50%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2016 2015 2014
Total Assets $496,702,569 $307,729,125 $248,721,208
Current Assets $164,571,664 $137,027,227 $111,611,303
Long-Term Liabilities $3,821,263 $56,068,458 $42,963,293
Current Liabilities $194,356,040 $36,365,017 $35,589,386
Total Net Assets $298,525,266 $215,295,650 $170,168,529

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 0.85 3.77 3.14

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 1% 18% 17%
Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

CEO Comments

--

Foundation Comments

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

Documents


Other Documents

Childhood Obesity Prevention Program Flyer (2017)

AltaMed Annual Report (2017)

No Other Documents currently available.