Urban Health Partnerships Incorporated

Miami, FL   |
GuideStar Charity Check

Urban Health Partnerships Incorporated

EIN: 45-3332540



Ruling year info


Principal Officer

Dr. Andrea Iglesias

Main address

1800 SW 1st Ave Ste 205

Miami, FL 33129 USA

Show more contact info



Subject area info


Community and economic development

Population served info

Children and youth

Older adults

LGBTQ people

Ethnic and racial groups

Immigrants and migrants

Show more populations served

NTEE code info

Research Institutes and/or Public Policy Analysis (E05)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

UHP is working to address health disparities resulting from inequities in the social determinants of health. We are working to ensure that the decisions that affect the health and quality of life of residents, especially those from underserved communities, are made through meaningful partnerships with these residents, so that they drive the decisions that impact their communities.

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?

Building a Culture of Health Equity

Through our Building a Culture of Health Equity (BCHE) initiative we are working to influence and build the capacity of communities, governments, and organizations to integrate health equity and justice so that everyone has the fair opportunity to live a healthy life. Health equity is woven throughout all of UHP' work and how we run ourselves as an organization. Through this work UHP brings together stakeholders to address the social determinants of health impacting southeast Florida residents, particularly those in vulnerable groups. UHP has led health equity think tanks and worked with local governments to create action plans that provide community-informed PSEs that will positively impact residents' health outcomes. These plans are developed using UHP' 8-Step Community Action Plan (CAP) process, a community-participatory framework that seeks to intentionally engage and integrate stakeholders to create PSEs that support actionable and sustainable change within local context.

Population(s) Served
LGBTQ people
Economically disadvantaged people

Through UHP' age-friendly efforts, we are working to build communities that allow everyone to age in place with dignity, health, equity, inclusion, and enjoyment. Since 2011, UHP has served as both the coordinating agency and a Lead Agency for the collective impact initiative the Miami-Dade Age-Friendly Initiative (AFI). AFI is a collaborative effort that brings together 8 Miami-Dade County stakeholders from local government, non-profit and service providing sectors dedicated to creating sustainable changes and efforts in order to create a community where older adults of all ages can stay active, engaged, and healthy with dignity and enjoyment. Since founding, AFI has supported and/or implemented over 80 policy, systems and environmental changes focused on creating a more age-friendly Miami-Dade County.

Population(s) Served
Older adults

UHP' Community-Driven Leadership (CDL) initiative is at the heart of all of our work in communities throughout southeast Florida. UHP partners with communities to lead strategies that increase community power and collectively address health equity and inclusion in the best interest of residents. Foundational to the CDL initiative is the Community Liaison Framework that UHP developed in 2015. Using this Framework, residents in the communities UHP is working are hired as Community Liaisons (CL) to lead outreach efforts and to advance policies, programs, and environmental changes that improve the health and quality of life of those most in need. CLs engage with residents through community meetings, neighborhood events, park and food audits, community conversations, and more! Since inception, UHP has hired and trained over 50 southeast Florida residents who have engaged and informed thousands of residents from some of southeast Florida's more disenfranchised and underserved communities on

Population(s) Served
Ethnic and racial groups
LGBTQ people
Economically disadvantaged people

FASJ excels at co-designing the implementation of equitable and just food access policy, systems, and environmental changes by establishing and coordinating collective impact initiatives to ensure everyone’s rights to healthy food are a priority. Through FASJ's ongoing/active programs, Food for All and the South Broward Community Health Hub, and Go for Healthy Growth, this work has already achieved community-driven, hyper-local food system efforts through the success of over 40 implemented PSEs focused on ensuring residents' access to sustainable food options.

Population(s) Served
Economically disadvantaged people
Ethnic and racial groups
Children and youth

Our Healthy Streets and Public Spaces (HSPS) initiative works to improve streets and public spaces through community-centered projects, policies, and advocacy efforts that promote health equity and access to opportunity. Through the HSPS initiative, UHP has facilitated community-led coalitions to implement park and trail advocacy groups, neighborhood shade initiatives, county-wide Complete Streets policies, and to secure pedestrian infrastructure like crosswalks, sidewalks, transit benches, and ADA ramps. Like all other UHP initiatives, HSPS employs the CL Framework and 8-Step CAP process. This work has resulted in community walking audits, policy and project mapping, COVID-19 vaccine access, pop-up parks, mural paintings, and the Historic Overtown Legacy Trek: a series of 63 local artist-designed sidewalk decals highlighting historic sites and current assets, which was used by CLs to generate interest in developing an Overtown resident advocacy group focused on the built environment.

Population(s) Served
Children and youth
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

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

The number of Community Liaisons hired and trained.

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Number of resident engagements.

This metric is no longer tracked.
Totals By Year
Related Program

Building a Culture of Health Equity

Type of Metric

Output - describing our activities and reach

Direction of Success


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.

UHP was co-founded with the vision that real, sustainable change could only occur through long-term investment, community-driven approaches, and a commitment to health equity. This vision lives on more than a decade later and has been anchored in UHP’ mission-driven initiatives. UHP has grown from two volunteers to over 25 employees working together toward these goals.

Through UHP’ collective impact work, it has served as the backbone/coordinating agency for a range of health equity efforts. This has allowed UHP to reach hundreds of organizations, community stakeholders, and municipal partners, and inspire them to address systemic inequities that perpetuate health disparities. UHP’ Community Liaison Framework has empowered residents and communities to advocate for access to healthy choices and opportunities.

Since its inception, UHP has distinguished itself as a leader and role model in collective impact initiatives and by emphasizing community empowerment and integration at every level of change management. UHP is characterized by a culture of innovation and outcomes improvement. Paramount to UHP’ success is its commitment and ability to forge new paths towards health equity through inventive, evidence-based approaches, including its Community Liaison (CL) Framework and its 8-Step Community Action Planning (8-Steps) approach.

For example, upon review of existing action planning models, UHP found that none assured the community’s voices and needs were at the center, gave enough weight to the technical expertise of residents, considered past community involvement or secondary data collections were being reviewed and considered in identifying an effective intervention, or connected the interventions with the overall health goal. The “8-Steps” addresses each of these areas, creating an inclusive process that can be replicated by other organizations for a variety of health and community change areas.

UHP implemented the CL Framework in 2015 as a means of building bridges between initiatives, organizations, government, and communities to reduce working within silos and better address community needs. CLs are hired and trained residents who facilitate Framework strategies to build the capacity of community leaders, deepen relationships with stakeholders, and integrate community members into decision-making processes. UHP also developed a guide, resources, and provided technical assistance (TA) and support to other organizations in adapting and implementing Framework within their operations.

UHP brings a unique lens to place-based initiatives as its multidisciplinary team integrates perspectives in public and mental health, engineering and transportation, well-being, community development, and equity to implement change. We have distinguished ourself by leading community/city-wide and county-wide collective impact initiatives that convene multi-sector partners and leaders to address health equity. We are known for being a “mobilizer,” “convener,” and “bridge,” because our focus is on building community-driven relationships and action around health equity that brings together people and organizations from all sectors and walks of life. We seek to reduce duplication of services, working in silos, and conflicting approaches that stall progress, and instead facilitate collaborative, effective partnerships. This helps to leverage the strength of all of the partners, support capacity building and “cross-pollination” that organically occurs when you facilitate co-design and collaborative processes. As government agencies, partners, and community members learn more about one another, build trust, and strengthen relationships the potential for a positive impact grows exponentially. While our initiatives support those that provide direct service and programs, we balance that with a focus on systemic issues to address the root causes of health disparities and creating a ripple effect that improves health outcomes over time.

As a leader in collective impact and community-driven approaches, UHP has led changes toward improved health outcomes including:
- Hiring and training over 50 Community Liaisons to work across 20+ projects across 44 communities and 3 counties.
- Supporting the implementation of over 130 PSEs in MDC and Broward
- As the coordinating agency of the MDC Age-Friendly Initiative(AFI) led 80+ age-friendly PSEs. 13 MDC communities have joined the World Health Organization’s Age-Friendly Network through the AFI.
- Providing educational and TA support to 26 municipalities to implement 45 PSEs regarding healthy convenience stores, farmer’s markets, and comprehensive plan and land use updates that have helped communities close healthy food access gaps
- Implementing community-driven campaign in the City of Miami Gardens leading to approval of the Healthy Retail Incentive Program supporting local food and beverage retailers to offer healthier options
- Convening a resident bike advisory group that co-designed and passed a Complete Streets policy in Miami Gardens. UHP is finalizing Complete Streets guidelines that will emphasize safety, access to health, and equity in improving streets and mobility options
- Advocated for health and built environment PSEs in Little Havana for 6+ years and secured 40 feet of improved sidewalks, repainting of 21 crosswalks, 17 ADA curb ramps installed, addition of 42 benches in transit stops, and the development of a play trail around a school lacking nearby public space for families to be active.
- Over 2,300 participants have attended UHP-led capacity building and action-building events focused on health equity since 2015
- In 2022 alone, our outreach team and CLs made 7,500 community contacts with residents of MDC and Broward through outreach efforts and conducted over 65 parks assessments to identify park improvements for safety and accessibility
- 195 miles in BC in various phases of Complete Streets implementation following UHP’ assistance to the Broward Metropolitan Planning Organization’s Complete Streets Initiative. The Broward MPO has now invested over 350 million dollars toward Complete Streets.

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 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, To understand people's needs and how we can help them achieve their goals

  • 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 look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection


Urban Health Partnerships Incorporated
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
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


Average of 56.42 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 2.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 8% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Urban Health Partnerships Incorporated

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Urban Health Partnerships Incorporated

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

Urban Health Partnerships Incorporated

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Urban Health Partnerships Incorporated’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 -$90,327 $36,095 -$174,199 $271,119 $9,849
As % of expenses -14.8% 4.8% -20.1% 32.6% 0.9%
Unrestricted surplus (deficit) after depreciation -$90,327 $36,095 -$174,199 $271,119 $9,849
As % of expenses -14.8% 4.8% -20.1% 32.6% 0.9%
Revenue composition info
Total revenue (unrestricted & restricted) $635,312 $781,018 $750,241 $1,042,820 $1,057,545
Total revenue, % change over prior year 24.5% 22.9% -3.9% 39.0% 1.4%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.2% 0.0%
Government grants 17.9% 13.8% 23.3% 0.8% 6.6%
All other grants and contributions 82.1% 86.2% 76.7% 99.0% 92.1%
Other revenue 0.0% 0.0% 0.0% 0.0% 1.3%
Expense composition info
Total expenses before depreciation $610,897 $744,923 $864,584 $831,557 $1,047,696
Total expenses, % change over prior year 43.3% 21.9% 16.1% -3.8% 26.0%
Personnel 59.1% 63.3% 68.0% 75.9% 84.8%
Professional fees 19.2% 19.4% 17.1% 17.6% 11.8%
Occupancy 0.2% 0.1% 0.1% 0.0% 0.0%
Interest 0.0% 0.0% 0.1% 0.1% 0.1%
Pass-through 2.0% 1.7% 0.0% 1.5% 0.0%
All other expenses 19.5% 15.5% 14.7% 4.8% 3.2%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $610,897 $744,923 $864,584 $831,557 $1,047,696
One month of savings $50,908 $62,077 $72,049 $69,296 $87,308
Debt principal payment $0 $0 $0 $105,100 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $661,805 $807,000 $936,633 $1,005,953 $1,135,004

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.6 3.3 1.3 2.2 0.3
Months of cash and investments 2.6 3.3 1.3 2.2 0.3
Months of estimated liquid unrestricted net assets 0.4 2.8 0.0 3.9 3.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $133,223 $204,567 $91,257 $150,139 $30,254
Investments $0 $0 $0 $0 $0
Receivables $0 $0 $86,417 $170,197 $283,800
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) 0.2% 24.9% 70.6% 18.4% 12.3%
Unrestricted net assets $22,180 $173,017 -$1,182 $269,937 $279,786
Temporarily restricted net assets $114,742 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 $114,742 $0 $59,856 $0 $0
Total net assets $136,922 $173,017 $58,674 $269,937 $279,786

Key data checks

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


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

Form 1023/1024 is not available for this organization

Principal Officer

Dr. Andrea Iglesias

Number of employees

Source: IRS Form 990

Urban Health Partnerships Incorporated

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

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.

Urban Health Partnerships Incorporated

Board of directors
as of 10/25/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Javier Betancourt

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

Organizational demographics

SOURCE: Self-reported; last updated 10/11/2023

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


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person with a disability

Race & ethnicity

Gender identity


Sexual orientation