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2010 ANNUAL REPORT
our mission is to improve the
health and well-being of asian
americans and pacific islanders
through advocacy, technical
assistance, education, and
community-based research.
Board of Directors 04
Our Value Set 05
President’s Message 07
Executive Director’s Message 08
2010–2012 Strategic Plan Critical Path Highlights 09
Asian American Health – Myths & Facts 10
Community Health Programs & Services 11
Year In Review
Promoting Vision 13
Promoting Collaboration 14
Promoting Research 15
Promoting Outreach 16
Promoting Financial Strength 17
Corporate Governance & Evaluation 20
Our Staff 23
Our Partnering Agencies 24
Performance 25
Our Events 26
Donors & Sponsors 29
contents
President Karen Kim, MD, MS
University of Chicago
Vice-President Donny Chen, MBA ICON Clinical Research
Secretary Laurent Tao, MD, MPH
Milliman Care Guidelines
Treasurer Clarita Santos, MPH
Blue Cross & Blue Shield of Illinois
Members Mike Demetria, MD
Stroger Hospital of Cook County
Sandra Wilks, RN
MetroSouth Medical Center
Namratha Kandula, MD
Northwestern University
Brian Chiu, PhD
University of Chicago
Amanda Noascono
DePaul University
Mark Bernard
Lettuce Entertain You Enterprises
Advisors Arshiya Baig, MD
University of Chicago
Marsha Ross-Jackson, JD, MPA
Cook County Health and Hospitals System
board of directors
OUR MISSION
• To improve the health and well-being of Asian Americans and Pacific Islanders (AAPIs) through health advocacy, technical assistance, education, and community-based research.
OUR VISION
• To be the leading non-profit agency in the Midwest focused on eliminating pan-Asian health disparities by increasing culturally competent care to ensure AAPIs receive necessary health services and programs.
OUR CORE VALUES
Cultural Competence• Continuing to advocate for increased use of culturally competent outreach
and access to care to address racial and ethnic health disparities in AAPIs.
Community Involvement• Garnering the support of the community and nurturing the relationship with
stakeholders to fulfill our mission.Teamwork• Building collaborative alliances with strategic partners to provide comprehensive
and holistic health promotion programs and services.
Professionalism• Rendering our services and fulfilling our duties with utmost professionalism
and integrity for the benefit of our stakeholders.
OUR OBJECTIVES
• To address health disparities affecting AAPIs, identify their causes, develop and implement strategies to reduce them.
• To be a catalyst for developing replicable best-practice community health models and programs to contribute to improving the healthcare landscape.
• Establish a framework for ongoing dialogue and create partnerships in all affected AAPI communities.
our value set
The Asian Health Coalition (AHC) was formed in 1996 to promote the health status of Asian Americans and Pacific Islanders (AAPIs) in Illinois and to build a healthy and fit nation. In the past fourteen years, the Board has strategized, initiated new community health programs, and reviewed and strengthened existing programs.
While the knowledge and awareness towards the importance of living a healthy lifestyle among AAPIs has increased over time, this is not always translated into action. The challenge for the AHC is not just to equip the AAPIs with the information and skills for making healthy choices but to encourage behavioral change through community health promotion programs. There is a shifting paradigm to focus on health promotion and disease prevention with overwhelming evidence that supports the notion that the single most effective way to reduce racial and ethnic health disparities is through the expansion and preservation of public health programs.
Our agency has formed collaborative partnerships with other community-based agencies to develop culturally and linguistically tailored programs to address specific health issues such as mental health and substance abuse, Hepatitis B, breast and cervical cancer, diabetes, heart disease and HIV/AIDS.
AHC’s programs and public education reach out to all age groups—children, adults and the elderly. A key strategy is to collaborate with our community-based partners to effectively reach out to the public and foster community participation.
The response to our programs from our partners and public has been encouraging and we extend our heartfelt appreciation to all who have helped us to optimize our reach.
We recognize our staff are our greatest assets and we are committed to helping them develop and attain their full potential. The board of directors would like to express its appreciation to the management and staff of AHC for their hard work and dedication in promoting the health of AAPIs.
Finally, AHC would not be able to achieve its mission and vision without the support of our funders and partners—both public and private. We thank them for their valuable contributions and look forward to working even more closely together in empowering AAPIs to attain the best possible health.
Karen Kim, MD President of the Board
president’s message
Since taking over as Executive Director of the Asian Health Coalition (AHC) in June 2010, I can only sum it up by saying that my experience has already been rewarding, challenging and enlightening! I am both honored and humbled to be given the opportunity to serve the community and continue the remarkable vision set by the civic minded community leaders back in 1996 to improve the quality of health and fight the disparities that continue to impact many of our Asian communities in Illinois and the Midwest. Although I have been on the Board of AHC since 2007, being able to serve in a daily operational capacity as the Executive Director has broadened my perspective and enabled me to contribute more towards the fulfilment of AHC’s mission. This past year had been a busy year marked by a number of new and exciting developments for the agency in our vision to promote heart health and make a difference in the community.
In October 2009, we moved to our new location in the Loop following a strategic decision to be more centralized and accessible to our community partners as the Asian diaspora continues to grow beyond Chicago’s city limits and we now have programs in Dupage, Kane and suburban Cook Counties. In addition, you’ll also notice that we have shortened our name to better reflect our identity as the premier healthcare non-profit in the region.
Capacity building in the Asian communities remains a core competency for the AHC as reflected in the quality of our health programs and we continued this trend with the introduction of new programs which included a pilot diabetes prevention project (DPPAC) in 2009 and a substance abuse treatment initiative.
Amidst the volatile economic climate and the increased public expectations of non-profit agencies, the year ahead is bound to bring us more challenges and opportunities. Still, with the unwavering commitment of our valued donors, sponsors, partners, volunteers, staff and beneficiaries, I am confident that AHC will continue to make significant progress in continuing to develop strong health promotion programs to address the unmet needs of the Asian communities in Illinois. Thank you and I look forward to your continued support.
Edwin Chandrasekar Executive Director
executive director’s message
2010–2012 strategic plan critical path highlights
Program planning puts a process around the conversation of strategy implementation and for the AHC, the key elements of our strategy and milestones are centered around 4 areas as outlined in our operating model shown here:
• Core Competencies
• Program Prioritization
• Financial Discipline
• Stakeholder Engagement
Identifying these critical path items has allowed the agency to develop specific actions required to execute effectively on this plan.
Aligning Organizational Focus with
Appropriate Experience, Skills and Strengths
Reducing Health Disparities Among AAPIs
by Addressing Critical Needs
Working with a Clear Mandate and
Partnering Strategy
Implementing High Standards of Effectiveness
in Deploying Financial Resources
AHC OPERATINg MODEL
STAKEHOLDER ENGAGEMENT
CORE COMPETENCIES
FINANCIAL DISCIPLINE
PROGRAM PRIORITIZATION
10 ASIAN HEALTH COALITION
5 myths & facts about asian american health
MyTH: MORTALITy FROM HEPATITIS B AMONG ASIAN AMERICANS IS NOT A MAjOR PROBLEM GIvEN THE PuBLIC HEALTH DATA
Fact: The prevalence of diabetes in AAPIs is 2x to 3x higher than in the general population even though body weight among AAPIs is less than the mean. In fact, diabetes is the 5th leading cause of death in Asian Americans
Fact: AAPIs are as susceptible to HIV infection as other ethnic groups. In fact, the total number of reported AIDS cases has declined over the past five years for the White population, however it has continued to increase for AAPIs
Fact: According to the CDC, AAPI children children are 3.4 times more likely than White children to be diagnosed with the Hepatitis B virus
MyTH: CANCER AMONG AAPIs IS NOT A MAjOR PROBLEM ACCORDING TO PuBLIC HEALTH DATA WHICH SHOW LOW OvERALL RATES COMPARED TO THE WHITE POPuLATION
Fact: Disparities still exist in certain cancers e.g. AAPI men are 2x as likely to die from stomach cancer as compared to the white population, and AAPI women are 2.6x as likely to die from the same disease
Fact: Elderly AAPI women have higher rates of suicide than whites or blacks
MyTH: GIvEN THE STEREOTyPE OF AAPIs AS THE “MODEL MINORITy”, IT IS OFTEN PERCEIvED THAT ASIANS DO NOT GET HIv OR AIDS MyTH: AAPIs ARE
WELL ADjuSTED AS REFLECTED IN LOW RATES OF SOCIAL DEvIANCE AND DIvORCE
MyTH: DIABETES IS NOT A MAjOR PROBLEM BECAuSE THERE ARE FEW OBESE AAPIs
Our health programs utilize a collaborative partnership approach in the areas of health promotion and translational research with the overarching theme of increasing AAPI community visibility and voice through health advocacy.
HEALTH PROMOTION
Hepatitis: Since 1998, AHC has provided a Hepatitis B Education and Prevention Program (HEPP) though a community partnership approach and health advisory model addressing key areas of Hep B awareness, education, screening, and immunization in collaboration with community partners, health care providers, and public health agencies. In 2008, this highly successful model was expanded into suburban Cook County as well as the DuPage and Kane counties with funding through a multi-year grant from the Centers for Disease Control.
Cancer: Through the Breast and Cervical Cancer Education and Prevention Program (BCEPP) and liver cancer education, AHC’s cancer prevention programs focus on developing culturally appropriate language materials and intervention strategies to assist in educating and training community-based organizations.
Diabetes & Heart Disease: In 2009, AHC added the Diabetes Prevention Project in Asian Communities (DPPAC) program which aims to improve self-management efforts of those in the Cambodian, Chinese, and Vietnamese communities impacted with type 2 diabetes mellitus. The curriculum has been enhanced to also address heart disease comorbidity which is highly correlated risk factor for Asians.
HIV-AIDS: AHC has been providing capacity building assistance (CBA) and training for several years to many communities in the Midwest. These trainings are designed to assist communities in implementing and sustaining culturally proficient HIV prevention behavioral interventions and HIV prevention strategies
Substance Abuse: AHC has developed and implemented a comprehensive Coalition for Asian Substance Abuse Prevention (CASAP) initiative to address alcohol and tobacco substance abuse in the Asian communities of Bridgeport and Armor Square of Chicago. In 2010, this success of this program was expanded to the Uptown community with a similar model called the Uptown Coalition for a Healthier Community (UCHC). Beyond community health prevention, AHC has also increased access to culturally and linguistically appropriate screening and treatment services for substance abuse with a substance abuse intervention initiative with the Asian American Substance Abuse Intervention Initiative (AASAII).
Mental Health: Funded through the Office of Minority health, the focus of the Asian Mental Health Partnership Program (AMHPI) is to increase AAPI awareness of and accessibility to culturally and linguistically competent mental health services and resources.
community health programs & services
12 ASIAN HEALTH COALITION
SySTEMIC CHANGE THROuGH HEALTH
ADvOCACy
TRANSLATIONAL RESEARCH
Local level health data is essential to reducing the disparities in care experience by racial/ethnic minorities. AHC uses a community-based participatory research framework (CBPR) to develop racial/ethnic specific health data which enables policy, research, and service providers to develop appropriate agendas that effectively and efficiently improve health outcomes, monitor progress in reducing disparities, and inform community health interventions.
HEALTH ADVOCACY
Effective health advocacy requires an infrastructure and AAPI communities continue to face significant disparities in accessing needed philanthropic resources to meet advocacy priorities including, leadership development, collaborative relationship-building, strategic communications, policy development, data collection and analysis, deepening cultural competency and organizational development. While social justice work is demanding, AHC continues to engage in dialogue with community organizations and public officials to find meaningful ways to help build a powerful movement for systemic change which includes AAPI representation.
HEALTH PROMOTION
TRANSLATIONAL RESEARCH
PREvENTION & EDuCATION
BEHAvIORAL HEALTH
HEALTH NEEDS ASSESSMENT
DIABETES CANCER MENTAL HEALTH
HEART DISEASE HEPATITIS SuBSTANCE
ABuSE
HIv-AIDS
WE CANNOT BUILD AN EqUALITY-BASED, INCLUSIVE AND FLOURISHINg NATION TO WHICH WE ASPIRE UNLESS AND UNTIL BARRIERS TO ALL FORMS OF PARTICIPATION ARE REDRESSED. WE EMBRACE THE CHALLENgE OF MOTIVATINg ASIANS IN ILLINOIS TO TAKE CONTROL OF THEIR HEALTH AND WELL-BEINg BECAUSE HEALTH IS THE PLACE WHERE ALL SOCIAL FORCES CONVERgE.
Meeting the needs of the community—this was the direction that we had taken since the agency started in 1996. In 2010, AHC continues to actively pursue this vision and deliver on its commitment to be the leading non-profit agency for the community when it comes to Asian American health disparities. The AHC takes a proactive role in promoting community health programs and there is a growing recognition that initiatives need the active support and ownership of the communities involved, if they are to be successful in the long-term. Our vision is to engage more community-based organizations as well as individuals in our work than ever before.
AHC leverages on the latest trends and opportunities in community health, and designs efficient and innovative programs and services to address health gaps and increase knowledge to individuals and leaders in the Asian communities. We see the year ahead focused on capacity building through community engagement and collaborative partnerships with our many stakeholders. AHC hopes that through such partnerships, AAPIs will be better equipped with the knowledge of prevention of chronic diseases. Our strong organization discipline and unique pan-Asian presence, coupled with dynamic and creative programming, characterizes the AHC brand and positions the agency for continued growth.
In addition, we are also moving forward with a heightened focus on health advocacy. The participation of AAPIs in health care advocacy and public policy presents an interesting paradox. Despite a rich history in the United States, rapidly growing population, and high levels of socioeconomic achievement, AAPIs have long been invisible in mainstream politics. In Chicago and state of Illinois, there are no AAPIs in elected capacities. We will continue to build our capacity in advocacy with additional town hall forums and roundtable sessions to allow for an open dialogue between the community, public health officials and policymakers.
year in review promoting vision
14 ASIAN HEALTH COALITION
OUR UNIFYINg PAN ASIAN APPROACH MAKES US UNIqUE AS ONE OF THE FEW AgENCIES ABLE TO SERVE THE ENTIRE ASIAN AMERICAN POPULATION, THE ULTIMATE BENEFICIARIES OF OUR COMMUNITY HEALTH PROgRAMS.
The agency’s collaborative partnerships for community health share a similar function. They aim to improve population-level health outcomes by creating important and sustainable environmental changes in the different Asian community sectors in which health-related behaviors occur. We utilize a multi-sectoral approach as a mechanism for information sharing, coordination, and supporting the inclusion of all major stakeholders regardless of sector of work or organizational affiliation. Key to a successful multi-sectoral strategy for the AHC is the recognition that it:
• Needs to be dynamic, flexible, strategic and coordinated;
• Must involve leaders, health officials, government departments, and policymakers, with each taking responsibility for making the best use of its resources;
• Must include sectors outside government—business, civic organizations and communities, with full recognition with attention given to supporting existing community coping strategies;
In 2009–2010, our agency continued to expand our diverse base of coalition partners to welcome a number of new organizations in our various programs:
Alternatives
Columbia College of Chicago
Community TV Network
Chicago Uptown Ministry
Heartland International Health Center
Lake Effect News
year in review promoting collaboration
McCutcheon Elementary
Mercy Family Health Center
Muslim Women Resource Center
Project: VISION
Zam’s Hope
WE FIRMLY SUPPORT RESEARCH ACTIVITIES TO gATHER LOCAL SUBgROUP HEALTH DATA TO CREATE A COMPREHENSIVE PORTRAIT OF AAPI HEALTH DISPARITIES IN ILLINOIS.
The agency fully believes in the value of community-based participatory research (CBPR) which involves active and equal partnership of community stakeholders throughout the research process, including selecting health concerns and research questions, determining study design, recruiting participants, designing instruments, implementing research/interventions, and disseminating findings. Through this approach, community members and local organizations work collaboratively with researchers to bridge cultural and linguistic gaps and overcome structural barriers.
Local level health data for the Asian communities in Illinois is scarce and rarely disaggregated into Asian subgroups. In response to the growing need for local level data as the Asian population continues to grow, we embarked on a landmark Chicago Area Community Surveys (CACS) project with technical assistance from the Sinai Urban Health Institute. The goal was to provide a comprehensive needs assessment for 3 large Asian communities in Chicago—Chinese in Armour Square, Cambodian in Albany Park and Vietnamese in Uptown. The findings are not only alarming, but also reflects the pronounced deficiency in the provision of public health and medical services, especially those tailored to meet the cultural and linguistic needs of these communities. The disaggregated data also highlights marked differences in disease burdens and health care needs in these communities.
The health of communities cannot be improved unless appropriate and necessary health data is available. CBPR initiatives such as the CACS project that promote the pursuit of improving health and reducing disparities which is crucial and we continue to identify other communities that could benefit from such projects along with viable funding sources.
year in review promoting research
16 ASIAN HEALTH COALITION
THROUgH OUR PUBLIC EDUCATION PROgRAMS, WE ARE ABLE TO PROMOTE IMPROVED COMMUNITY HEALTH FOR AAPIs.
As part of our ongoing efforts to highlight the racial and ethnic health disparities in the AAPI communities, the AHC organized health screenings and public town hall forums to educate the public on the life-threatening effects of chronic diseases and the importance of healthy living.
HEALTH EDUCATION & SCREENINgS
Preventive screenings are an important part of health promotion efforts and have been recognized as a cost-effective way to identify and treat potential health problems before they develop or worsen. The AHC educated 7,664 individuals on Hepatitis B and conducted 263 screenings in 2009-2010. Participants attended a short education presentation about Hepatitis B, and then had blood drawn and screened for evidence of current infection and immunity for the Hepatitis B virus. Those who were not immune were offered an opportunity to be immunized.
PUBLIC FORUMS
Substance Abuse “Creating Harmony” March 2010
Tapping into the strengths and resources of our community with the goal of developing family and community-focused prevention strategies, this town hall meeting was held in Chinatown and focused on the growing problem of adolescent substance abuse and how parents and communities can do their part to stop it.
Viral Hepatitis “Breaking the Silence” May 2010
Hepatitis B and C affect 6 million Americans and the vast majority do not know they are infected. This can lead to chronic liver disease, cirrhosis, or liver cancer claiming nearly 15,000 lives annually. This forum at Truman college provided an opportunity for the Asian communities to discuss barriers, solutions and strategies to fight the stigma and speak out about viral hepatitis.
Mental Health “Cups of Tea” June 2010
Held in Chicago’s Uptown neighborhood, this discussion centered around current practices for culturally competent mental healthcare for Asian-Americans and the audience listened to experts on mental health and the needs of the Asian American community.
year in review promoting outreach
AS A NON-PROFIT AgENCY, WE FIRMLY BELIEVE A CLEAR AND TRANSPARENT DISCLOSURE OF OUR FINANCIALS IS THE CENTRAL ASSET THAT gIVES OUR STAKEHOLDERS THE TRUST AND CONFIDENCE ON gOVERNANCE.
Diversification of income and donor sources will provide the AHC with a more stable revenue stream and growth opportunities. Currently, our income sources are from government grants and contracts, corporations and foundation and individual donors. It may be tempting in the current economic downturn for a non-profit organization to put their strategic plans on the back burner, and reduce their programs out of fear that funders will stop giving, however we at the Asian Health Coalition, firmly believe that agencies like our ourselves must show initiative and introduce practical measures to work smarter and focus on areas that will influence the future.
We adopted a number of short-term and long-term initiatives to weather the storm. We revisited our budgets and made adjustments to implement cost containment in the near-term allowing us some extra time to better plan for the future, One of the key initiatives that resulted from this planning was a focus on widen our donor pool through building on new donor relationships and building on our existing support base.
We have been mindful that as we implement this initiative, we continue to be remain true to our vision, mission and values, We prioritize our beneficiaries above all else because that, ultimately, is what the AHC is all about. To that end, over 90% of AHC’s annual revenue streams have gone directly to programs since 2006.
year in review promoting financial strength
DISCIPLINED FINANCIAL MANAgEMENT % OF DIRECT PROgRAM ExPENSES TO TOTAL ExPENSES
93% 96% 97%
Fy10 Fy09 Fy08
PEER GROuP MEDIAN 87%
* PEER GROuP MEDIAN FROM NCCS/ uRBAN INSTITuTE GuIDESTAR NATIONAL NON-PROFIT INSTITuTE RESEARCH DATABASE FOR NON-PROFIT AGENCIES (SIZE $1M–$5M)
MENTAL HEALTH & SuBSTANCE ABuSE
SuPPORTING SERvICES
vIRAL HEPATITIS
OTHER CHRONIC DISEASES
49%
29%
15%
7%
SPENDINg CATEgORIES IN FY10
OuR vISION IS TO BE THE LEADING NON-PROFIT AGENCy IN THE MIDWEST FOCuSED ON REDuCING MuLTISECTORAL PAN-ASIAN HEALTH DISPARITIES By INCREASING CuLTuRALLy COMPETENT HEALTHCARE AS AN APPROPRIATE MEANS TO ENSuRE MORE AAPIs RECEIvE NECESSARy HEALTH SERvICES AND PROGRAMS.
ROLES & RESPONSIBILITIES OF BOARD OF DIRECTORS
The Board acts in the best interest of AHC and ensures that there are adequate resources for the operations and programs of AHC and those resources are effectively and efficiently managed; that there are processes in place to ensure that AHC complies with all applicable laws, rules and regulations; and there is an appropriate code of conduct which upholds the core values of AHC and processes to ensure compliance with the code.
Day-to-day management of AHC is delegated by the Board to the management team headed by the Executive Director. Initiation of new programs and activities, review of viability of current programs and significant transactions require the approval of the Board. The Board also reviews and approves the annual budget prepared by management.
Board members are expected to avoid actual and perceived conflicts of interest. Where Board members have personal interest in business transactions or contracts that AHC may enter into, or have vested interest in other organizations that AHC have dealings with or is considering to enter into joint ventures with, they are expected to declare such interests to the Board as soon as possible and abstain from discussion and decision-making on the matter. Where such conflicts exist, the Board will evaluate whether any potential conflicts of interest will affect the continuing independence of Board members and whether it is appropriate for the Board member to continue to remain on the Board.
COMPOSITION OF BOARD OF DIRECTORS
The Board strives to ensure that Board members as a group have core competencies in areas such as accounting and finance, management, law, medicine, strategic planning and technology and that it incorporates a degree of diversity. All Board members must be independent. Independence refers to not having any family, employment, business and other relationship with AHC, any related companies or their officers that could interfere, or be reasonably perceived to interfere, with the exercise of the Board member’s independent judgment made in the best interest of AHC. The Executive Director is an ex-officio non-voting member of the Board and attends all Board meetings unless otherwise directed by the Board. In addition, other members of the agency are invited from time to time to attend and make presentations at Board meetings. The Board believes that to be effective, it should not be too large, whilst at the same time ensuring that there is a sufficient range and diversity of expertise and viewpoints.
corporate governance
20 ASIAN HEALTH COALITION
governance evaluation
DESCRIPTION
BOARD gOVERNANCE
The board is wholly independent from the paid management of the AHC.
Paid staff does not chair the board.
The board conducts self-evaluation to assess its performance and effectiveness.
The board meets at least bi-monthly and a minimum of 6 times per year with a quorum as required in the bylaws.
STRATEgIC PLANNINg
The Board periodically approves and reviews the vision and mission of the agency. They are documented and communicated to the public or its members.
The Board regularly approves and reviews a strategic/work plan for the agency to ensure that the activities are aligned to its objectives.
CONFLICTS OF INTEREST
There are documented procedures for the Board members or paid staff to declare actual or potential conflicts of interest to the Board.
Board members with conflicts of interest do not vote or participate in decision making in the matter.
S/N
01.
02.
03.
04.
05.
06.
07.
08.
COMPLIANCE
Complied
Complied
Complied
Complied
Complied
Complied
Complied
Complied
ExPLANATION
AHC staff do not sit on the Board as members, but only as ex-officio.
A self-assessment is conducted at the annual plan review.
Board meetings are conducted every 2 months with the required quorum.
The Board reviews the AHC vision and mission about every 3 years. The last two reviews were conducted in 2008 and 2010.
The board approves the annual work plan in June and reviews its progress at least twice a year.
The conflict of interest declaration procedure for the Board members are annually issued and signed by each board member.
Board members declare potential or actual conflicts of interest and this is documented in the minutes of meetings.
22 ASIAN HEALTH COALITION
S/N
09.
10.
11.
12.
13.
14.
15.
16.
17.
18.
DESCRIPTION
FINANCIAL MANAgEMENT & CONTROLS
The Board approves an annual budget for the agency plans and monitors its budget expenditure.
The Board ensures periodic internal reviews on control processes, key programs and events.
The agency ensures internal control systems are in place with documented procedures approved by the Board, for financial matters.
DISCLOSURE & TRANSPARENCY
The agency makes available to its stakeholders an annual report. (Financial accounts are tabled at the Annual General Meeting, if required by the governing document).
Board members are not remunerated for their Board services.
The agency discloses the exact remuneration and benefits received by each individual Board member in the annual report.
COMMUNICATIONS
The agency communicates its mission, programs or activities to key stakeholders.
HUMAN RESOURCE MANAgEMENT
There are systems for regular supervision, appraisal and personal development of the executive head, paid staff (and key volunteers, where appropriate).
No paid staff of Board member (where applicable) is involved in setting his own remuneration.
There is a system to address grievances and resolve conflicts for staff and volunteers.
COMPLIANCE
Complied
Complied
Complied
Complied
Complied
Not Applicable
Complied
Complied
Complied
Complied
ExPLANATION
The annual work plan and budget are submitted for approval by the AHC Board in May. Internal audits are conducted regularly to review the processes and assess adequacy of internal controls.
Finance policies and procedures are documented.
Copies of the AHC annual report are sent to all AHC members prior to the AHC Annual General Meeting each year. The Annual Report is also published online via AHC’s internet website.
AHC does not provide any remuneration to its Board members.
AHC does not provide any remuneration/ benefits to its Board members.
Information is made available on the agency’s website and publications are sent to various stakeholders including CBOs, donors and government agencies
Systems such as annual appraisal exercise, mid-year performance review, career development plan and training programs are in place.
AHC does not provide Board members with any remuneration. Staff salary proposals are approved by Director, CEO or President, depending on the staff level.
Grievance procedures for staff and volunteers are spelled out in Human Resource operation manual.
MONA El-Shamaa, MPH
Program Coordinator
our staff
juN Suh, CPA
Financial Administrator
EDWIN Chandrasekar, MPPM Executive Director
jOSEPH Camara
Office Administrator
CELINE Woznica, DrPH
Director of Programs
jAMIE Slaughter, MPH
Program Evaluator
vIRGINIA Warren, RN, MPH Program Manager
MEME Wang, MPH
Program Manager
DeDEELim, MPH
Program Coordinator
HEIDI Alvarez, MPH
Program Coordinator
We would also like to thank our highly enthusiastic and bright interns who have worked with us during the year:
Catherine Si-Yue Chen, Yale University Edward Cheng, University of Chicago
Eva Frankiewicz, University of Illinois at Chicago Anisha Paul, University of Illinois at Chicago
Mao Mao, University of Illinois at Chicago Zhen Cheng, Northwestern University
Photos by Joseph Camara
24 ASIAN HEALTH COALITION
our partnering agencies
Alliance of Filipinos for Immigrant Rights and Empowerment
Alternatives, Inc.
Apna Ghar
Asian Human Services
Brenneman Elementary School
Chicago Community Counseling Center
Cambodian Association of Illinois
Chicago Alternative Policing Strategy (District 9 and 21)
Chicago Department of Public Health
Chicago Police Districts 9 and 21
Chicago Uptown Ministry
Chinese American Mutual Association
Chinese American Service League
Chinese Cultural Center
Columbia College of Chicago
Community TV Network
Ethiopian Community Association of Chicago
Filipino American Community Health Initiative of Chicago
Haines Elementary School
Hamdard Center
Hanal Alliance
Haymarket Center
Healy Elementary School
Heartland International Health Center
Henry Booth House
Japanese American Service Committee
Jose P. Rizal Heritage Center
Juneteenth Productions
Korean American Community Services
Lake Effect News
Lao American Community Services
Lao American Organization of Elgin
Mandarin Oranges Chinese Classes
McCatcheon Elementary
Mercy Family Health Center
Metropolitan Asian Family Services
MetroSouth Medical Center
Mid American Center
Muslim Women Resource Center
North Side Community Justice Center
Northwestern University: Medical School, Hospitals
Project: VISION
Pui Tak Center
Rush University: Medical School, Hospitals
Senn High School Health Center
Sinai Urban Health Institute
Suncast TV
Thai American Association of Illinois
UIC: Medical School, Hospitals, Survey Research Lab
University of Chicago: Medical School, Hospitals
Vietnamese Assocation of Illinois
Xilin Association
Zam’s Hope
performance dashboard Fiscal Year Ended Fiscal Year Ended June 30, 2010 June 30, 2009PUBLIC SUPPORT & REVENUEContributions & Grants $169,611 $102,900 Fundraising, net of expenses 33,964 40,148
Total Public Support 203,575 143,048
REVENUEContract Fees & Awards 849,271 920,528 Interest Income 3,028 4,333 Other 56 369
Total Revenues 852,355 925,230
TOTAL PuBLIC SuPPORT & REvENuES $1,055,930 $1,068,278
PROgRAM ExPENSESCommunity Health Promotion $325,152 $361,221 Needs Assessment & Cultural Competency 122,844 107,548 Mental Health & Substance Abuse 506,312 516,372
Total Program Expenses 954,308 985,141
ADMINISTRATIVE ExPENSESGeneral Management & Administration 64,830 36,333 Resource Development 10,469 3,519
75,299 39,852
TOTAL ExPENSES 1,029,607 1,024,993
NET INCREASE (DECREASE) IN NET ASSETS 26,323 43,285
Net Assets At Beginning of the Year 304,784 261,499 Net Assets At End of the Year 331,107 304,784
KEy FINANCIAL RATIOS Program Expenses as a % of Total Expenses 92.7% 96.1%Administrative Expenses as a % of Total Expenses 7.3% 3.9%
Net Assets to Total Revenues 31.4% 28.5%
Photos by Joseph Camara and SecondPrint Productions, LLC
PROGRAM ACTIvITy
HEPATITIS PREvENTION & EDuCATION, 47 WORKSHOPS AND PRESENTATIONS IN PARTNERSHIP WITH 12 COMMuNITy BASED AGENCIES
7 WORKSHOPS FOR BREAST & CERvICAL CANCER EDuCATION AND PREvENTION IN 3 COMMuNITIES
SuBSTANCE ABuSE SCREENINGS WITH 8 COMMuNITy PARTNERS
3 TOWNHALL HEALTH ADvOCACy FORuMS FOR SuBSTANCE ABuSE, MENTAL HEALTH AND vIRAL HEPATITIS
NuMBER OF PARTICIPANTS
7,664
1,101
1,048
375
28 ASIAN HEALTH COALITION
donors & sponsors
We are where we are because of your unwavering support and belief in our cause, and because of your generous contributions, our Asian American communities are able to receive superior community health promotion programs. There are many friends, sponsors, donors and supporters whom we would like to acknowledge in this annual report. However, some donors and sponsors requested to remain anonymous. We have been greatly touched by their humility and kindness and decided to respect their decisions. We are here for you; be there for us. This is our commitment to be here to address the unmet health needs of Asian Americans. It is also our call to you, our dear supporters and friends, to continue believing in us and be there for us.
From all of us at the Asian Health Coalition, we want to take this opportunity to say a big THANK YOU!
2009–2010 PROgRAM SPONSORS
American Medical Foundation
Asian & Pacific Islander American Health Forum
Asian Giving Circle
Asian Health Foundation
Asian & Pacific Islander Wellness Center
Blue Cross Blue Shield of Illinois
Chicago Department of Public Health
Centers for Disease Control and Prevention
Gilead Sciences, Inc.
Hepatitis B Foundation
Illinois Department of Human Services
Illinois Department of Public Health
Northwestern University
Office of Minority Health, Department of Health and Human Services
Ravenswood Healthcare Foundation
Searle Funds at the Chicago Community Trust
U.S. Department of Health and Human Services
MAJOR CONTRIBUTORS $1,000+
Advanced Pain & Anesthesia Consultants, PC
Asian Health Communications
David Jenson
Fred Eychaner
Gilmer Minor IV
Mercer Management Consulting
Nicor Gas
NiSource Charitable Foundation
Northwestern Memorial Foundation
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SUPPORTERSABC-7 News Chicago Adam Seger Ami ShahAmy SinghApna GharAsian American InstituteBelly ShackBenihanaBen Pao Big BowlBrian StoneBristol-Myers Squibb CompanyBroadway in Chicago Bruce Cost Charles Griffin Chicago BlackhawksChicago CubsChicago Shakespeare TheaterChicago SkyChicago White SoxChicago Wolves HockeyChinese American Service LeagueChocri Meine SchokoladeCommunity Counseling Centers of ChicagoCraig FisherDavid BaumgartnerDisney DJ OskarEquity Office Erie Family Health CenterFresh Meadow Golf Practice CenterGAPGene Lee Golden Triangle HALO Men SalonIna’sJames WiltshireJohn Jones
John & Merry BoltJoseph SchroederJulia O’MalleyKorean American Community ServicesLaura DerksLaurent TaoLettuce Entertain You Enterprises Lloyd A. Fry FoundationLou Malnati’s PizzeriaMarshall ChinMetro South Medical CenterMichael WolfMidtown Tennis ClubMona ArtaniNaoko MuramatsuNational Council of Asian & Pacific Islander PhysiciansOffice of Congressman Mike QuigleyOffice of Congresswoman Jan Schakowsky Panera Paul J. S. AhnPeggy LimPeter CarrollPetterino’sRavi Baichwal Scott WelchShedd AquariumSyed RizviTaxim The Golden TriangleThe Twisted BakerUrban BellyVermilion Vietnamese Association of IllinoisVirginia BishopWow Bao Xilin Association
D E S I G N Kristin Salvador P O RT F O L I O coroflot.com/kristinsalvador E M A I L [email protected]
P R I N T I N G VA Printing Corporation E M A I L [email protected] P H O N E 312.421.6908
180 W. Washington Street Suite 1000 Chicago, Illinois 60602 Phone 312.372.7070 Fax 312.372.7171 AsianHealth.org2010 ANNUAL REPORT
