PLATINUM2024

CAROLINA-HONDURAS HEALTH FOUNDATION

aka CHHF   |   Barnwell, SC   |  www.chhf.org
GuideStar Charity Check

CAROLINA-HONDURAS HEALTH FOUNDATION

EIN: 57-1023037


Mission

Provides free medical, dental, and ophthalmic services to the poor and needy in the Department of Colon, Honduras. The aim is to work with selected active people in the community, side by side, teaching and training them to advance their standards of health care. In 1997 a clinic in Limón was constructed which also provided living accommodations for volunteer medical and dental teams. In 1997 a satellite clinic was opened in Icoteas so that people would not have to travel the long distance to the Limón clinic. In 2014 CHHF began operating a third clinic in Chapagua serving 12 villages who would otherwise have no health care available. In addition CHHF offers educational scholarships to help a limited number of children complete their high school and vocational or university education

Ruling year info

1996

President

Mr. N. K. (Ken) Hook Jr.

Main address

Po Box 528

Barnwell, SC 29812 USA

Show more contact info

EIN

57-1023037

Subject area info

Out-patient medical care

Nutrition

Population served info

Children and youth

Adults

NTEE code info

Health Treatment Facilities (Primarily Outpatient) (E30)

Nutrition Programs (K40)

What we aim to solve

SOURCE: Self-reported by organization

Health Care in Honduras is a challenge, especially for those living within the rural, mountainous areas. The community members tend to have limited education, unstable employment and low pay, and less transportation. CHHF works to provide the link between the patient and the health education and care they need. Comprehensive care begins with prevention and health education. Through the CHHF in-person and telemedicine mission team health clinics patients, receive primary care treatment. For those needing specialized care the Medical Referral Coordinator and an in-country Case Manager helps arrange for and follow-up with healthcare needed. All services provided by CHHF are free of charge to the patient and their families. In addition, when specialty care is needed, CHHF assists with covering the costs for lab work, surgeries, transportation, lodging, and other related needs.

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?

Community Development and Education Program

The Community Development and Education Program shall develop relationships within the areas where CHHF serves in order to foster improvement in the healthcare arena. The goal is to establish local committees to further the mission of CHHF and provide some direction to CHHF as to the community needs and desires. There shall be a focus on the development of educational efforts and community based programs to improve the health of the community. In addition the program shall support selected students to attend school in order to obtain a high school education and advance education at the Unviersity or vocational school.

Population(s) Served
Adults

CHHF supports Medical Mission Teams going to Honduras by providing vehicles for transportation of team members and equipment, and facilities in which they live and provide their medical, dental and ophthalmic services. This is done through three clinics:
1. Limón - main clinic which also provides housing facilities for medical teams.
2. Icoteas - is a satellite clinic.
3. Chapagua (Whispering Hope) - is the newest of the satellite clinics.

Population(s) Served
Adults

CHHF's clinics in Limón, Icoteas and Chapagua offer medical services generally available from Family Practice physicians, opticians and dentists. Many patients require care beyond which the clinics can provide. The Medical Referral Program begun in 2015 enable 38 patients with serious conditions to be referred to volunteer specialized teams such as cardiac, orthopedic, and plastic surgery. Patient Referral Coordinator contacts the medical volunteer teams from the US and coordinates the appointments for the patient, following up with any additional care needed.

Population(s) Served
Adults

To ensure proper nutrition for children in order to maintain normal health and growth. The program will utilize various delivery systems including providing food directly to the families through prescriptions issued by medical professionals and through the establishment of nutrition centers to fee the children.

Population(s) Served
Children and youth

To enable continuity of medical care during times when medical missions teams are not able to travel to Honduras. The program will utilize computer technology to enable doctors in the US to consult with and provide treatment for patients remotely. Needed medicines will be provided through the clinic pharmacy with the aid of pharmacist in the US overseeing the distribution of medicine.

Population(s) Served
Adults

Where we work

Awards

Gold 2015

GuideStar Exchange Seal

Gold 2016

GuideStar Exchange Seal

Gold 2017

GuideStar Exchange Seal

Gold 2018

GuideStar Exchange Seal

Gold 2019

GuideStar Exchange Seal

Platinum 2019

GuideStar Exchange Seal

Platinum 2020

GuideStar Exchange Seal

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 patient consultations

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

Adults, Children and youth

Related Program

Medical Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

There were 16 teams in 2023 as we move to regain the traction we made pre-pandemic. The number of patients is still lower, but the need has been greater and the medical issues are more severe.

Number of scholarships for secondary school education

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

Adults

Related Program

Community Development and Education Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Three medical students are recipients of the scholarship in memory of Dr. Eduardo Dubon is allowing scholarships for medical students in Honduras.

Number of patients receiving medical referrals

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

Adults, Children and youth

Related Program

Medical Referral Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Medical Referrals were significantly impacted by the pandemic. Most referral sites were unavailable and other mission teams did not travel.

Number of clients participating in educational programs

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

Adults, Children and youth

Related Program

Community Development and Education Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Educational programming was stopped because of the pandemic. It will restart in 2023.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

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 goals are linked to organizational stability, programs and services, & facilities and equipment and include (but not limited to):

• To ensure BOD has a collective understanding of Board Governance to allow a strong foundation for strategic growth
• To ensure adequate financial resources to operate and build for future projects
• BOD and Volunteers are personally engaged with the mission
• To provide quality care to all patients throughout the year
• Ensure the mission teams are fully equipped for medical mission service
• Increase health for the most vulnerable populations in Limón County, Colon, Honduras
• Develop community led prevention and intervention initiatives
• To ensure quality and safe facilities
• Maintain adequate and up-to-date equipment

Please review the complete Strategic Plan for more details.

CHHF's strategies include:

Increase staffing capacity in Limón
▪ Hire a full-time nurse in Limón, increase interpreters, explore hiring pharmacist and full-time case manager, and potentially developing opportunities for a long-term physician

Improve medical records
▪ Explore electronic medical recording

Provide the highest quality care as possible
▪ Develop & implement training opportunities for medical mission care
▪ Develop & distribute medical care standards manual developed in the context of Honduran culture
▪ Develop and implement communication to medical providers to ensure a common understanding of acceptable care when serving on a mission team or via telemedicine
▪ Continue to develop pharmacy formulary and guidelines
▪ Develop a handbook for Medical Referrals

Support Team Leaders in developing effective mission teams
▪ Develop relationships with at least 7 Honduran doctors
▪ Provide ongoing updates on community health issues
▪Develop & implement a plan to recruit dentists and ophthalmologists
▪ Develop Team Leader training for new & returning team leaders by the end of 2023

Increase health for the most vulnerable populations in Limón County
o Decrease infant/childhood malnutrition
▪ Continue work with Pregnant mothers
▪ Monthly clinics to chart infant growth between the ages of 0-2
o Increase diabetic patient control
▪ Develop and implement a comprehensive Diabetic Education program specific to the needs of those in Limón by the end of 2022
o Decrease hypertension
▪ Develop & implement community education program by the end of 2023
o Duplicate programs in Chapagua
▪ Develop a plan to implement health opportunities for people in Chapagua and the surrounding villages

For additional strategies, please view the entire Strategic Plan

Over the last several years, CHHF has hired an executive director in the United States and a Community Development Manager in Honduras. With the existing staff, the organization is poised to move forward with the strategic plan and successfully meet our goals.

Progress on the 2022 - 2024 Strategic Plan has begun.

The transfer of the Whispering Hope property has moved along. The plans to renovate the facility will begin in 2023.

Telemedicine has been a tremendous addition to continuity of care. In addition to providing telemedicine over the rainy season, it's being utilized between teams. What has begun to happen is telemed providers referring patients to in-person providers and giving the in-person provider notes prior to arrival in Honduras. That way, in-person providers can bring any additional supplies if needed. It's reciprocal, as well. In-person providers are referring patients to telemed clinic for follow-up.

Committees are being formed and their work products are being outlined.

A Team Lead Coordinator was hired and is learning how to help team coordinators in 2023.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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 make fundamental changes to our programs and/or operations, 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

  • 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 take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection

Financials

CAROLINA-HONDURAS HEALTH FOUNDATION
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

8.62

Average of 8.54 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

4.7

Average of 2.6 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

21%

Average of 11% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

CAROLINA-HONDURAS HEALTH FOUNDATION

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

CAROLINA-HONDURAS HEALTH FOUNDATION

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

CAROLINA-HONDURAS HEALTH FOUNDATION

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of CAROLINA-HONDURAS HEALTH FOUNDATION’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $63,089 $36,006 $72,530 $40,380 $149,052
As % of expenses 18.1% 9.2% 31.1% 14.4% 51.8%
Unrestricted surplus (deficit) after depreciation $63,089 $36,006 $72,530 $40,380 $149,052
As % of expenses 18.1% 9.2% 31.1% 14.4% 51.8%
Revenue composition info
Total revenue (unrestricted & restricted) $419,783 $418,394 $315,849 $326,704 $424,176
Total revenue, % change over prior year 24.1% -0.3% -24.5% 3.4% 29.8%
Program services revenue 9.7% 36.6% 2.7% 2.7% 7.7%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 2.1% 2.5% 2.0% 2.8% 3.5%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 88.6% 51.7% 90.8% 82.1% 104.6%
Other revenue -0.3% 9.2% 4.4% 12.4% -15.8%
Expense composition info
Total expenses before depreciation $349,161 $389,322 $233,264 $279,749 $287,501
Total expenses, % change over prior year 20.0% 11.5% -40.1% 19.9% 2.8%
Personnel 4.8% 19.6% 33.6% 29.0% 31.0%
Professional fees 0.6% 1.2% 2.5% 2.6% 3.3%
Occupancy 1.0% 0.8% 1.2% 0.5% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 37.8% 30.1% 52.9% 45.0% 56.6%
All other expenses 55.8% 48.3% 9.9% 23.0% 9.1%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $349,161 $389,322 $233,264 $279,749 $287,501
One month of savings $29,097 $32,444 $19,439 $23,312 $23,958
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $378,258 $421,766 $252,703 $303,061 $311,459

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.3 2.1 4.5 4.0 4.7
Months of cash and investments 12.3 12.2 24.1 22.7 28.5
Months of estimated liquid unrestricted net assets 5.3 10.6 20.9 19.2 24.9
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $65,694 $67,695 $86,692 $94,064 $111,986
Investments $293,333 $327,746 $382,046 $435,495 $571,870
Receivables $0 $0 $0 $0 $0
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 10.8% 12.2% 11.0% 11.8% 11.6%
Unrestricted net assets $155,167 $342,527 $406,174 $446,554 $595,606
Temporarily restricted net assets $181,309 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $181,309 $4,697 $14,752 $21,327 $8,950
Total net assets $336,476 $347,224 $420,926 $467,881 $604,556

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

President

Mr. N. K. (Ken) Hook Jr.

Retired as Deputy Director, Department of Public Works, Arlington, VA.

Founder and Chairman of the Board of Directors of Leonarda's Home of Hope (LHOH) a US 501 (c)(3) which constructed an orphanage for Comunión H, a Honduran NGO. LHOH also supported feeding programs throughout Honduras feeding approximately 6,000 children through more than 50 programs. LHOH was disolved in 2016 and many of their programs incorporated into CHHF.

President of the Carolina Honduras Health Foundation since May 2014. Previous served as Vice President and Director since 2007.

Number of employees

Source: IRS Form 990

CAROLINA-HONDURAS HEALTH FOUNDATION

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

CAROLINA-HONDURAS HEALTH FOUNDATION

Board of directors
as of 02/15/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Dr. Joel Edwards

N. K. (Ken) Hook, Jr.

Joel Edwards

Retired, formerly Novant Health Medical Associates

Christine A Zawacki

Carolina Honduras Health Foundation

David Kelly

Carolina Honduras Fundación Para La Salud

Donald G. Bowles

Donald Bowles, CPA

David M. Fairchild

ELKHART ORAL AND MAXILLOFACIAL SURGERY INC

Jeremy Selley

US Acute Care Solutions

Christine M. Mitchell

Executive Director

Louise A Altman

Retired, Respiratory Therapist

Gail W. Gillis

RN

Heather Strange

Novant Health, Director of Nursing

Mary Ellen Koenn

West Virginia University

Doug Scheckelhoff

Senior Vice President at ASHP

Robert Eberle

Retired Physician

Nikki Nissen

Novant Health, Director of Nursing

Loreli Rowe

Carteret Clinic for Adolescents and Children,Pediatrician

Christine Zawacki

Retired

Jerry Brunson

Celebration Church, Pastor

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 12/15/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

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

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 09/09/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • 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.