NATIONAL HEALTH FOUNDATION

aka NHF   |   Los Angeles, CA   |  http://www.nationalhealthfoundation.org

Mission

National Health Foundation’s mission is to improve the health of under-resourced communities by taking action on the social determinants of health. Our vision is that all people, regardless of who they are or where they live, can achieve their highest level of health.

Ruling year info

1973

President & CEO

Ms. Kelly Bruno MSW

Main address

515 S Figueroa St Ste 1300

Los Angeles, CA 90071 USA

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EIN

23-7314808

NTEE code info

Community Health Systems (E21)

Homeless Services/Centers (P85)

Youth Development Programs (O50)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Research has demonstrated that one of the clearest determinants of health –and health disparities– is where people live. A person’s physical environment, employment opportunities, community safety and access to healthcare providers all influence health and are local in nature. The largest health disparities emerge in neighborhoods experiencing poverty and inequality, which are often communities of color. These neighborhoods are the focus of National Health Foundation's work. NHF's team takes an upstream, community-centered approach addressing the underlying causes of health disparities by working hand in hand with neighborhood residents.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Food Access

National Health Foundation’s Health Academy develops and implements youth-led initiatives that create positive, healthy change in the community. Through this year-long program, NHF partners with students in South Los Angeles schools to better understand the health conditions and issues in their community and under the Youth Participatory Action Research (YPAR) framework, conduct research and collect data to better understand their findings and propose game-changing solutions. The program concludes annually with the execution of a student-led project to address a particular health issue or need in the community.

In the past, project solutions have included the implementation of a ShareTable program to address food insecurity and healthy market makeovers to bring healthier alternatives to local grocery stores.

Population(s) Served
Economically disadvantaged people

In partnership with the Los Angeles Unified School District (LAUSD), National Health Foundation provides educational programming aimed at reducing teen pregnancy rates and increasing graduation rates. There are two programs that NHF currently manages including Be a STAR (Successful Teen Acting Responsibly), a program that provides emotional, social and academic support to at-risk youth and the Pregnant and Parenting Teen (PPT) Program aimed at supporting teen mothers through informational sessions on community resources, healthy pregnancies and peer support groups.

Population(s) Served
At-risk youth
Economically disadvantaged people

National Health Foundation partners with local government entities, community organizations, schools and residents to identify and address issues that prevent community members from living in a safe and healthy environment. NHF advocates alongside residents to ensure they have access to everyday resources to promote a healthy lifestyle such as recreational parks and safe roads.

Population(s) Served
Economically disadvantaged people
Families

National Health Foundation aims to address the issue of homelessness through our holistic recuperative care program. While recuperative care addresses the gap in healthcare for the homeless who are going back and forth between hospitals and the streets, it is also seen as the gateway to bridge housing, which provides clients with temporary housing while permanent housing is secured. NHF currently operates three recuperative care sites in Pico-Union, Mid-City and Ventura. This not-for-profit program provides healthcare providers with a safe place to discharge individuals experiencing homelessness. At our facilities, guests enjoy healthy, delicious meals, access to community resources, and an assigned social worker to help them develop a long-term plan of action to achieve housing.

Population(s) Served
Economically disadvantaged people

Where we work

Awards

Healthcare Leadership Award 2017

Los Angeles Business Journal

Nonprofit of the Year 2021

Los Angeles Business Journal

Healthcare Leadership Award 2019

Los Angeles Business Journal

Affiliations & memberships

National Health Care for the Homeless Council 2021

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of community members that participated in nutrition education classes, healthy cooking demonstrations and community health fairs

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Economically disadvantaged people, Undocumented immigrants, Victims of crime and abuse, Victims of disaster

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In 2019, NHF hosted 250 health events (classes, demos, etc.).

Number of hours NHF youth leaders spent training, research and organizing

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, At-risk youth, Unemployed people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of residents in Los Angeles that have access to healthy foods as a result of healthy market makeovers

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Economically disadvantaged people

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Hours dedicated to building and maintaining the community garden

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Hours of advocacy efforts focused on achieving park equity

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Families

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Total funding that will be made available to eliminate park inequities in park poor, low-income Latino and Black neighborhoods, as a result of NHF and Park Equity Alliance advocacy efforts

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Number of students served through NHF's three teen pregnancy prevention programs - Be a Star Boys, Be a Star Girls, and the Pregnant and Parenting Teens Program

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of educational sessions provided to youth at risk for teen pregnancy and school drop out

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of baby items donated to teen moms through a partnership with Baby2Baby

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, At-risk youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of recuperative care beds in-service to Los Angeles County

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Days of service provided to individuals experiencing homelessness through NHF's recuperative care program

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Amount of money saved to the healthcare system through costs avoided

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our vision is that all people regardless of who they are or where they live, can achieve their highest level of health.

National Health Foundation's strategies to support healthy equity initiatives focus on improving social and economic structures in order to decrease barriers and improve support systems that allow people to achieve their full potential.

This is achieved through:

1. Direct Service: Essential services to under- or low-resourced individuals and communities that address immediate social needs like providing job training, shelter, education, food stamps, etc.

2. Research: The process of systematic inquiry that includes the collection of data; documentation of critical information; and analysis and interpretation of that data/information to inform or improve work.

3. Community Engagement: The relationship-building process that develops trust and understanding between NHF, community residents, stakeholders and civic institutions in order to elevate local voices in solving issues impacting the community's well-being.

In the case of each and every NHF program, the focus is on removing the barriers created by social determinants of health for individuals and under-resourced communities.

Theory of Change

A unifying theory of change is the underlying logic of how an organization’s programs and services (individually and collectively) fulfill its mission and achieve its vision. The theory of change also becomes a framework for evaluating each new program or funding opportunity and determining if that direction will advance the mission and strategic direction or detract focus.


NHF accomplishes its mission by addressing the social determinants of health and creating innovative programs to address identified health needs and gaps in services. NHF leverages its core competencies to identify needs, bring stakeholders together, work in collaboration to develop and secure funding for innovative programs, expand programs as necessary to test in varied communities and establish the validity of the models. NHF has a dual focus to create innovative programs as solutions to the root causes of health inequities and to manage programs that continue to meet social and health needs and are financially sustainable.


Core Competencies

The following core competencies provide the skills and attributes necessary to implement NHF’s mission and its corresponding theory of change.

Working in Collaboration with Hospitals and Health Plans: NHF has historic ties to hospitals in Southern California and hospital associations throughout California. This provides a relatively unique capacity to bridge the needs of hospitals, health plans and the needs of communities and populations. NHF provides added value to hospitals and health plans through approaches that: foster relationships between them and the communities they serve; identify the health and health needs of communities (through community benefit assessments); and results in improved health outcomes that support the mission of hospitals and health plans.

Youth Organizing: NHF’s youth organizing programs facilitate young people of color in bringing about health equity for their neighborhoods by engaging in community activism to remove policy, systems and environmental barriers to healthy living. This strategy includes techniques that engage youth in 1) Systems Change Campaigns, 2 Leadership Development, 3) Personal Growth and Transformation, 4) Civic Engagement, 5) Base Building, and 6) Movement Building.

Direct Service Provision: NHF has become a recognized, quality service provider for individuals experiencing homelessness. It can be argued that NHF’s youth programs are also direct service, as they represent NHF working directly in the community, influencing behavior, systems and environmental change.

Community Engagement: NHF improves the health and builds the capacity of communities through empowerment and training of community members. NHF has combined several proven strategies and arrived at a comprehensive model to move communities toward better health.

A complete listing of our program statistics can be found in our annual impact report. Our 2021 report was released in late spring 2021 and provides an overview of the impact of our programs in calendar year 2020. Some of those statistics include:

7,600 individuals served across all NHF programs
84,870 safe shelter nights provided through our recuperative care program
21,300 lbs of food distributed to neighbors at risk for food insecurity

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our funders,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

NATIONAL HEALTH FOUNDATION
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

NATIONAL HEALTH FOUNDATION

Board of directors
as of 6/9/2021
SOURCE: Self-reported by organization
Board co-chair

Laura Trejo

City of Los Angeles Department of Aging


Board co-chair

Bridget Harper

Cigna Insurance Services

John Calderone, PHD

Retired CEO

David Garetto-Barnett

David Allen Salon

Steve Rousso

Wipfli, LLC

George Greene, Esq.

Hospital Association of Southern California

Bernie Klein, MD

Providence St. Joseph Health

James Lott

Lott Advantage

Stacy Miller

Stacy Miller Public Affairs

Sharon Stein Merkin, PhD

UCLA, Geriatric School of Medicine

Jeffrey Thompson

IBM

Allen Christensen

Providence St. Joseph Health Systems

Ernesto Hinojos

Hinojos Law Group

Jessica Sims, MD

Regal Medical Group

Esther Feldman

Feldman Consulting

Gerald Sullivan

G.J. Sullivan Co., Reinsurance

Sharon Stein Merkin

UCLA School of Medicine

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 06/09/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 06/09/2021

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.