Urban Health Partnerships Incorporated
Urban Health Partnerships Incorporated
EIN: 45-3332540
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
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
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.
Age-Friendly Communities for Longevity (AFCL) Initiative
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.
Community-Driven Leadership (CDL) Initiative
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
Food Access, Security and Justice (FASJ) Initiative
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.
Healthy Streets and Public Spaces (HSPS) Initiative
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.
Where we work
Our results
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
Increasing
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
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
8.02
Months of cash in 2022 info
0.3
Fringe rate in 2022 info
10%
Funding sources info
Assets & liabilities info
Financial data
Urban Health Partnerships Incorporated
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Urban Health Partnerships Incorporated
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
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.
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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 |
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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 |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Dr. Andrea Iglesias
Number of employees
Source: IRS Form 990
Urban Health Partnerships Incorporated
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Urban Health Partnerships Incorporated
Board of directorsas of 10/25/2023
Board of directors data
Javier Betancourt
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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: