Latino Community Development Agency Inc.
420 SW 10th Street
Oklahoma City OK 73109
Tax Exempt Status Public Supported Charity
Mission Statement Working to enhance the quality of life of the Latino community through education, leadership, services and advocacy.
Contact Information
Contact Name Raúl Font
Contact email
Address 420 SW 10th Street
Oklahoma City, OK 73109
Phone (405) 236-0701
Fax 405-236-0773
County Oklahoma County
How to Give
Donate with Credit Card
Other ways to donate, support or volunteer
Mail in a check, phone donations, in-kind donations, for online donations go to
Financial Summary
Projected Revenue $3,414,451.00
Projected Expenses $3,364,655.00
History and Background
Year Founded 1991
IRS Ruling Year 1993
State Registration Expiration Jan 2019
Mission Working to enhance the quality of life of the Latino community through education, leadership, services and advocacy.
Background In 1989, a United Way task force addressed the needs of the Latino community in Oklahoma County including the development of a pool of leadership to represent Latino interests on boards and commissions.  At the end of 1990, the task force facilitated the development of a new program.  Every agency in the United Way system was invited to submit a proposal to incubate a Latino program, which would later become an autonomous agency.

Neighborhood Services Organization (NSO) and Community Council of Central Oklahoma's joint proposal was accepted and the Latino Community Development Agency (LCDA) was established in March 1991 as a program of Neighborhood Services Organization.

The LCDA was set up through the auspices of NSO for two to three years before becoming a separate agency.  It had its own board of directors and budget, while operating under NSO bylaws and 501(c) (3) certification.  A 15-member board of directors was established, comprised of four members appointed from the NSO board, four members from the Community Council of Central Oklahoma board and seven Latinos from the community.

In April 1991 Patricia B. Fennell was hired as executive director.  An initial United Way allocation of $42,000 provided funding for salaries for the executive director and secretary. NSO provided in-kind support of office space, supplies and some personnel support for payroll, bookkeeping and consultation.  The LCDA received its articles of incorporation in July 1993 and began autonomous operation on March 29, 1993 as a separate agency from the NSO.  Thanks to extensive community volunteer commitment, staff enthusiasm and creative partnerships, the LCDA has made great strides.  The LCDA has gained local and national recognition as a responsible and stable organization serving as the crucial point for contact with and for the local Latino community.

A diversified board of directors oversees the agency operations and several committees’ agency activities in the areas of education, economic development, health, mental health and substance abuse prevention, communications, development and personnel.  Many Latino and non-Latino individuals participate in the work of these committees.  In 1995, the LCDA obtained a building housed in the heart of the Latino community, designating it as the Riverside Community Center.
During FY 2018-19, the staff and volunteers at the Latino Community Development Agency (LCDA) served 40,963 children, youth and adults in our community through our 26 different programs. Our advocacy efforts have a positive impact on the quality of life of the entire community in Oklahoma. Through our programs, the LCDA aims at nurturing positive Latino cultural values such as a cohesive family lifestyle, strong work ethic, spirituality and perseverance and reaching toward the goals of economic self sufficiency, higher levels of education and positive participation in our society.

 Among our 26 programs, we save the lives of women with breast cancer, immunize, reduce chronic illnesses through nutrition and exercise programs, prevent child abuse, provide crisis intervention for victims of domestic violence, provide the largest scope of bilingual/bi-cultural mental health services for Latinos in the State, teach parenting skills to young families, reach youth early to minimize gang involvement and increase the rate of college attendance by Latino youth, and provide early childhood education. 

Since 2002, LCDA has awarded 638 scholarships to Latino Seniors for a total amount of $603,500. This has been possible thanks to the sponsors who contributed to the LCDA scholarship fund. In addition, many of these scholarships are matched by partner area colleges & universities.
Needs In the last 10 years. Latino population in the Oklahoma City area grew at 86.3%, twice the national average for Latinos. LCDA has a rather unique position in Oklahoma as it is the only Latino-based large agency in the State; we now offer the community 26 distinct and diverse programs.  As a result of dramatic growth, our most pressing needs are capacity building in 5 areas to service the community-space, culturally competent talent, continued training, information technology, and expanded funding sources.  LCDA has a near-monopoly of MS degree level bilingual, bi-cultural mental health therapists for mental health, trauma, domestic violence, and substance abuse therapy, but there are not enough highly educated bilingual therapists to keep up with surging needs.  Our challenge is developing and training more such professionals.  Most grants do not pay for continuing education - a constant necessity in a highly accredited agency including CARF accreditation.  We have major Information Technology needs in all areas, including better database software.  While grants cover 90% of our costs, we need additional funding sources  to cover the these needs.
CEO/Executive Director Statement

LCDA, with a solid record of 28 years of successful, award-winning, and highly accredited service performance, has grown into the leading community service provider of a wide range of 26 program service offerings to the very fast growing Oklahoma Latino community.  The trust we have earned in our community is second to none.  There is no other Latino-based non-profit like LCDA in all of Oklahoma and as a result, the community reliance on us as their agency is enormous.  The Latino population has surged nationwide and has grown in Oklahoma at twice the United States national rate. Latinos are now the largest minority group in the Greater Oklahoma City area. Our programs give them the path to self-reliance as they become engines of economic growth for Oklahoma.

Unlike other non-profit social service agencies, who can only measure value efficiency from contributions on a high cents-per-dollar benefit yield, LCDA offers contributors a MULTIPLE on the dollar return on contributions--one dollar contributed to LCDA produces $10 in community benefit -- an extremely enticing value proposition.  We appropriately refer to our way of delivering services as our “Leveraged Performance Service Delivery Model.”  We make promises to grantors, our performance is then closely measured and monitored by program audits from the grantors, and we consistently over-deliver on our grant promises.  Hence we get repeat grants based on our performance  The word “leverage’ comes from the fact that for every dollar we receive from contributors, we can provide $10 in community benefit services.  We get the other $9 of the program cost from our performance on the grants that we receive.  The grants typically cover only 90% of the program costs but have strict requirements which are not funded that we refer to as “unfunded mandates.”   Community contributions and funds from United Way cover this remaining 10%.

The benefit of LCDA’s programs is even further leveraged over and above that directly provided by our model through collaborations with individual physicians who work pro bono for us, hospitals, other health and legal service institutions and providers, LCDA is the trusted community focal point where the clients come in and our service professionals work with our partners to deliver the comprehensive critical services our community needs. Among our 21 programs, we save the lives of women with breast cancer, immunize, reduce chronic illnesses through nutrition and exercise programs, prevent child abuse, teach parenting skills to young families, and provide early childhood education.

Board Chair Statement

As the Vice President of Human Resources for Lopez Foods, one of the largest Hispanic owned companies in the United States, I believe serving on the board of directors for the Latino Community Development Agency supports the very core of who we are as a company.  People are our most important resource, without them, we cease to exist.

People of Latino and Hispanic descent make up the fastest growing segment of the population in Oklahoma. As this population grows, it continues to be one of the largest underserved groups in the State. It is this fact that makes the work of the LCDA so critical. By promoting the quality of life for the Latino community through education, leadership, and advocacy, we are creating a culture of support and preparing the next generation to thrive by equipping them with the essential skills and services they need to prosper as citizens and leaders within their community.

Richard Lane

LCDA, Board Chair

Area Served
Area Served
Geographic Area Served
Central Oklahoma
Most of our clients we serve come from the Central Oklahoma area, however, we started to see an increase of clients from the the rural area. We've increase our community outreach efforts through social media to make sure we reach a diverse group of clients.
Service Categories
Secondary Organizational Category Mental Health & Crisis Intervention/Substance Abuse Dependency, Prevention & Treatment
Tertiary Organizational Category Health Care/Public Health

Immunizations for All Ages - The Immunizations for All Ages is a community outreach program that educates parents within the Latino community about the importance of childhood immunizations, recommended vaccine schedules, vaccine-preventable diseases and the risk of delaying or declining vaccines.

Breaking the Silence HIV & STD Prevention - Breaking the Silence Project is an HIV/AIDS education and prevention program that focuses on efforts and activities that prevent the spread of HIV and other sexually transmitted infections.
Health & Wellness Education (Nutrition, Diabetes, Chronic Disease, and DPP) - The Health and Wellness Education program encompasses various angles including diabetes, chronic diseases, diabetes prevention program (CDC approved curriculum for prediabetic patients) and familias saludables (healthy families) which is an evidenced based 8-week child-oriented nutrition program.
Breast & Cervical Cancer Early Detection & Prevention “Clínica de la Mujer Latina” - is an evidence-based community outreach program that provides awareness and education, screening and early-detection, and support services to medically underserved Latinas in Oklahoma.
Health & Wellness Education (Nutrition, Diabetes, Chronic Disease, and DPP) - The Health and Wellness Education program encompasses various angles including diabetes, chronic diseases, diabetes prevention program (CDC approved curriculum for prediabetic patients) and familias saludables (healthy families) which is an evidenced based 8-week child-oriented nutrition program.  
Population Served Hispanic, Latino Heritage Minorities People/Families of People with Health Conditions
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.

57% people that were part of outreach and health education activities, will call to inquiry about services, set up an appointment for screening, and/or to participate in workshops.

93% of scheduled persons for health screenings or health workshops will present for services.

Increase of 15% in breast cancer survival rate per year. 164 of the 1,139 women that receive early detection screening services in the program per year will have access to follow up services.

90% of people tested for HIV that had a positive result will be enrolled in and navigated to medical care.

60% of people enrolled in chronic decease management classes will complete the 6 weeks course.

Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.

· Increase survival rate of women with breast cancer in Central Oklahoma providing access to breast health services, and bilingual patient navigation.

· Diagnose and increase survival rate of people tested positive for HIV in Oklahoma.

·  Strength working partnerships with organizations in Central Oklahoma to provide the underserved Hispanic community access to health services: Mercy, Variety Care, Mary Mahoney, Health Alliance for the Uninsured, Oklahoma Aids Care Fund, Aids Walk Of Oklahoma, OSDH, ect.

·  Provide Health education and referral to health services in the areas of breast cancer, immunizations, HIV  Nutrition and Chronic Decease Management  to 41,498 per year.

·  Article published in the Sunday Oklahoman about the breast cancer program.

·  Article published in the National newspaper about the need of funding to continue with the breast cancer program. Request of donations from the community.

Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Monthly Summary of activities for each program.
Funding sources and site visits. 
Quarterly outcomes report for each program. 
Consumer satisfaction surveys.
Follow up calls to consumers after services are provided.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.

Testimony written by a consumer of services. 

My name is Alicia Nunez. I have two children and I am forty-five years old. I am married and I am a survivor of breast cancer. In 2011, I went to get routinely exams including Pap test and Mammogram. I never felt any changes and I made my auto exam on my breast and everything looked good. In my family, there is no family member that has had breast cancer. I am a woman that was very healthy. I don’t smoke and I don’t consume any alcohol and I especially don’t do any drugs. I like sports and I take care of my health and especially the one of my family. I like to be with my family.

In November of 2011, the result of my exams showed a suspicious ball in my left breast. This was a surprise for me. The Latino Agency with the Clinica de la Mujer Latina helped me during the treatment and diagnostic because I don’t have any medical insurance, I am a housewife. My husband is the only person working in my house. For me it was difficult believing that I had cancer and for my family it was hard believing too. The Latino agency has helped me since the beginning in my diagnostic and my treatment. I made plan of payments with the St. Anthony hospital and one person is attending together the appointment and having a interpreter during the appointments. This was of big help for me because in various moments my family and they were my only support. The Latino agency has helped me with therapy for my son because for him it was difficult understanding the problems in our household.

Right now the treatment is finished and the doctor has told me the cancer is gone.  Every six months I have my screening including my mammograms and I take my medicine to prevent that the cancer from coming back. The Latino agency has helped me with this. I want to continue participating in the support groups with the Latino agency. I want to say thank you and I am grateful.

Parents as Teachers (PAT) Blue Ribbon Affiliate - This program received the prestigious National “Losos” Award for Impact in November 2015. An evidence-based early childhood home visiting model, which is designed to build strong communities, thriving families, and children who are healthy, safe, and ready to learn. 

SafeCare - A certified behavioral intervention model for high risk families, whose purpose is to meet the health, safety, and well-being needs of families with young children.

Latino Clubs (Middle & High School) - School-based program whose goals are, to increase the developmental assets of youth, to improve academic performance and to increase social competency.
Latino Club-Summer Program - A program that provides recreational, educational, social, and cultural activities for children of families with low economic resources during the summer.
United Way Community Impact Grant - School-based program that helps elementary school students to develop leadership, citizenship and life skills through hands on activities.
Tutoring - In partnership with the Metropolitan Library and the YMCA, we offer tutoring three times per week for students 6-12 years old. Emphasis is done in math, reading, homework and physical activity.
“Juntos” (Together for a Better Education) - A six-week program that helps parents and youth gain knowledge and resources to prevent 8th to 12th grade students from dropping out of school, while encouraging families to work together to gain access to higher education.
LCDA Scholarship Fund - LCDA scholarships are provided to Latino graduating high school seniors in the state. The scholarship fund is maintained thanks to corporate and private donors. In 2018 we started to provide college level scholarships.
Population Served Hispanic, Latino Heritage Families Children and Youth (0 - 19 years)
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.

Connect 90% of PCGs without health insurance, but eligible, to a health insurance within 6 months of enrollment.

Refer 100% of the families that scored 12 points on the depression scale to a mental health facility.
Connect 90% of identified children without health insurance, but eligible, to a health insurance within 6 months of enrollment.

Seek to have 90% of identified children up to date with immunizations by 2nd year and 95% of identified children by 6th year

Screen 90% of identified children for appropriate development with the ASQ/ASQ-SE and refer for services if needed.

Seek to have 75% of mothers enrolled prenatally to initiate breastfeeding

Seek to have at least 95% of children needing childcare in a licensed day care facility.

90% of parents will increase their positive parent-child interaction.

Refer 100% of the families for public assistance programs if needed.

Seek to have 30% or less of mothers to have a subsequent pregnancy within 2 years of the birth of the identified child.

Refer 100% of the families to appropriate community resources.

Seek to have no more that 5% of the families reported to Child Protective Services while participating in the program.

Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.

The program goal is to prevent child abuse by promoting positive parent-child interaction and healthy childhood growth and development. 

Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Measures and Forms used: Child Well-Being Scale; Working Alliance; Cultural Addendum, Ages and Stages Questionnaires ASQ/ASQ-SE(3 edition), Home Safety Form; Edingburg Depression Scale, Suspected Child Abuse/Neglect Report Form, Primary Caregiver Wellness Form, Pregnancy and Identified Child Form, Identified Child Health Form, Family Support Plan.

Twice per year we collect feedback through satisfaction surveys from families about the services they have received, using the results for program improvement.

Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.

Oklahoma is one of 17 sites selected for Evidence-Based Home Visitation (EBHV) Program to support the infrastructure needed for the widespread adoption, implementation and sustaining of evidence-based home visitation programs aimed to prevent child maltreatment.  OUHSC is the lead agency overseeing the research and evaluation. LCDA has participated as an implementation site and has actively contributed to (a) the adaptation of SafeCare, (b) examining the feasibility of the adapted model, (c) testing the outcomes of the model, and (d) participating in cross-site evaluation activities for the national study of the EBHV programs.  The principal investigator of the research project is Dr. Jane Silovsky in OUHSC (405) 271-8858. The Office of Child Abuse Prevention (OCAP) at OSDH uses the Oklahoma Child Abuse Prevention Program Application (OCAPPA)a custom-designed web-based application developed for the OCAP programs in Oklahoma.   OCAP program evaluator is Boudu Bingay 405-271-9444 -56707. 


Nationally accredited by the National Association for the Education of Young Children (NAEYC) and a 3-star state certified early education and child development program that aims at enhancing the physical, cognitive, social, emotional development and school readiness of children under three years of age. This is the highest-rated and only Bilingual 3-star rated Infant/toddler Early Head Start Program in Oklahoma.

Population Served Children and Youth (0 - 19 years) Hispanic, Latino Heritage
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.

      Teachers scaffold children’s early learning from the time they enroll in the program as infants, to Kindergarten. We create a foundation for continued achievement and readiness for school. Our goal is to help in preparing a community of support with schools, teachers, and families that ensure every child is ready for school.

Teachers will work with children to develop and strengthen five major areas of development including:
  • Social-emotional: Children will begin to learn how to regulate their own emotions and behaviors.
  • Language and literacy: Children will begin to use and comprehend increasingly complex language.
  • Cognition: Children will regularly use math in every day routines to count, compare, identify patterns and problem solve.         Physical well-being health, and fine and gross motor development: Children will demonstrate control of large and small muscles for movement, balance, hand washing, and learn good nutrition habits.  

Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.

The disparities in Early Learning including vocabulary growth between children whose parents are professionals, working class and welfare parents is very noticeable when children enter school. We are committed to work hard to change this at TRBCDC and work with children at making it a more level playing field for all children, when they enter school with tools which they have developed through the time they have been in our care. Good health habits and good nutrition are very important, always, and more so early in life when the young child is developing. The first five years of a child’s life establish and create the foundation for secure beginnings. We work with families and form healthy relationships which will later be very important for the child’s healthy social and emotional development which will be necessary for success in school and in life. 

In the TRBCDC we begin by planting the Seeds for a life long journey of learning which will later be a great contributor to Oklahoma
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.

A child development specialist conducts Ages & Stages SE (social-emotional) to address any red flags in the child’s development. Experts in that area begin to work with the child in order to get the child the resources needed to reach their fullest potential. 

The program is monitored by several organizations including the Early Head Start Monitoring Team, every two years.  The Early Childhood Education Institute from the University of Oklahoma-Tulsa conducted the ITERS (Infant-Toddler Environmental Rating Scale to measure the quality of the program. The national average score for the ITERS is 2.8 to 3.2 we just received our scores from when they conducted the ITERS in April 2013 which were higher than the national average at 4.7 to 4.3 in 3 out of 4 classrooms.

The following areas scored: Space & Furnishings, Personal Care, Routines, Listening & Talking, Activities, Interaction, Program Structure, Parents & Staff

Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. Our program was established in June 1997 and we began working on national accreditation in 1999.  The program earned its national accreditation in September of 2000 with the National Association for the Education of Young Children and is the only Bilingual Three Star Infant/Toddler Early Head Start Site in the state of Oklahoma.
Outpatient Substance Abuse Treatment - Addresses the needs of adolescents and adults that are involved with the criminal justice system and have or are exhibiting at risk behavior with drugs and/or alcohol which interferes with their family life.  

Project “Cambio” - Directed at reducing domestic violence and sexual assault through IPV/SV prevention case management. Fighting the cycle of Domestic Violence one family at a time.

Child Trauma - Provides therapy for children who have witnessed or been traumatized by violence or any other event.
Child Mental Health - Providing individual, case management and family counseling including Parent/ Child Interaction Therapy (PCIT) for children with mental health problems.
Non-Offender Sexual Abuse Program - Providing non-offender Sexual Abuse treatment services that are specialized and comprehensive to victims of Child sexual abuse or at risk of sexual abuse and their families.
“Latino Plenitud”/Systems of Care - Helpinb families with complex needs stay connected and help the child stay in the community. The wraparound process is driven by the family support team, and helps to ensure that services result in positive outcomes for all.
Parents Assistance and Parent Aide - Provides intervention and education for families who have had their children placed in DHS custody. Working for the reunification of the children and families.
Latinos M-Power - LCDA has over 15 years of experience in tobacco control, Latinos M-Power is a state-wide program working to eliminate tobacco-related disparities.
Strengthening Families - Is an Evidence Based 14 weeks parenting and family skills program that focuses on using reward system, rather than punishment to modify behavior, communication techniques, routines and boundaries, and discipline. This is a bilingual program where both parents and children are required to participate.
Celebrating Families - Is an Evidence Based 16 week program. The concept of addiction/recovery is encouraged with skills for the family to live in a healthy way.
This is a bilingual program where both parents and children are required to participate.
Batterer’s Intervention Program - A certified program where violence perpetrators are mandated by the Court to attend fifty-two (52) weeks of group treatment intervention sessions that address issues of power and control which lead to various forms of violence.
Population Served US& International Children and Youth (0 - 19 years) Alcohol, Drug, Substance Abusers
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.

Short Term successes

·         57%  decrease of child abuse

·         35 % increase in learning how to prevent child abuse and  protect their children

·         Quarterly outcomes will indicate an increase in level of functioning for each client.

·         75% of clients in mental health & substance abuse are making          improvements in different areas: Abstinence, legal, maintenance          of employment.

·         Spanish speaking domestic violence victims are provided immediate 24/7 crisis services

Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.

·         Increase the number of children re-united with their families

·         Provide  education and awareness of  how to protect the children

·         Decrease in substance abuse behaviors among adults and adolescents as reported by statewide statistics.

·         Provide integrated counseling services for all people.

·         Increase culturally and linguistically appropriate services for domestic violence

Program Success MonitoringHelpDescription of the tools used to measure or track program impact.

·        Consumer satisfaction survey

·        Quarterly tracking reports

·        Increase in referrals and requests for services

Comments on Programs
CEO/Executive Director/Board Comments

When the Latino Community Development Agency was started 28 years ago, Latinos were a small part of Oklahoma’s population. No other significant Latino organizations existed then. All social service needs of the community, therefore, fell on LCDA. The population of Latinos has since then surged, and out of necessity as the only Latino-based agency serving the community, the demands and needs for new services expanded and fell on LCDA to meet. LCDA now has 26 diverse programs in 4 different areas: health care, prevention, treatment and early childhood development. Few non-profits have anywhere near the broad scope of services we offer.

There are significant challenges in each program area. Latinos are the most uninsured demographic in Oklahoma with no employer funded health insurance. Over 35% of all Latinos here have no health insurance and therefore have no preventative or wellness care that such policies provide. They look to LCDA. Many Latinos get their immunizations through clinics held at LCDA. Dental care clinics are also provided along with nutrition and exercise programs. LCDA is the largest provider of cervical cancer and breast cancer screenings for Latina women in Central Oklahoma; a program highlighted for its incredible success in an article on the front page of the Sunday Oklahoman.

In prevention, LCDA is an award-winning leader in the state, preventing child maltreatment, abuse and neglect through evidence-based home visitation services for high risk families, by enhancing the family’s functioning, promoting positive parent-child interaction and promoting healthy childhood growth and development. In our treatment programs, LCDA has the largest number of bi-cultural, bilingual trained therapists in Oklahoma for mental health issues, substance abuse, domestic violence and trauma therapy. LCDA has the highest-rated and only Bilingual 3-star rated Infant/toddler Early Head Start Program in Oklahoma.

With this broad diverse offering of services funding is always a challenge, but we have developed a broad-based funding by state, federal, and foundation sources such as: State Dept of Health, Health Resources Services Admin, Office of Juvenile Justice and Delinquency Prevention, SAMHSA, DMH Substance Abuse Services, OK Housing Finance Agency, District Attorney’s Council, State Dept of Juvenile Affairs, Sunbeam Family Services, State Dept of Human Services, NCLR, AIDS Care Fund, Avon Breast Cancer Foundation, AT&T Foundation,  JP Morgan Chase Foundation, Potts Foundation and Inasmuch Foundation.  

CEO/Executive Director
CEO/Executive Director Raúl Font
Start Date Apr 2015
Experience Dr. Raúl Font  is serving as President as of April 1st, 2015
Senior Staff
Paloma CisnerosTRBCDC Director
Patty DeMoraes-HuffineDirector of Prevention Programs
Janys EsparzaDirector of Treatment Programs
Mario MedranoDevelopment Director
Yuliana ReyesHealth Programs Manager
Number of Full-time Staff 54
Number of Part-time Staff 20
Number of Contract Staff 6
Number of Volunteers 320
Staff Retention Rate 85
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? Yes
Management reports to board? Yes
Staff Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 6
Hispanic/Latino 67
Native American/American Indian 0
Staff Demographics - Gender
Male 10
Female 64
Organizational Plans
Fundraising Plan Under Development
Policy against commission-based compensation for fundraising consultant Yes
Communication Plan No
Strategic Plan Yes
Number of Years Strategic Plan Considers 4
Date Strategic Plan Adopted Dec 2019
Management Succession Plan Yes
Organization Policies and Procedures Yes
The LCDA is honored to partner with a number of organizations on our many programs and services. For a complete list of our partners, click here.
National Council of La Raza (NCLR) - Affiliate2013
United Way of Central Oklahoma member agency2013
National Alliance for Hispanic Health2013
External Assessments and Accreditations
Commission on Accreditation of Rehabilitation Facilities (CARF) - Behavioral Health - 3 Year Accreditation2017
NCLR -Helen Rodriguez-Trias Health National Award for best Health Prevention programs within the 300 affiliate NCLR organizationsNCLR - National Council of la Raza2012
Midwest Affiliate of the Year. For their exemplary work in serving the Latino community and advancing the mission of NCLR.NCLR - National Council of la Raza2013
Special distinction for the Substance Abuse ProgramODMHSAS (DMH)2013
ONE Oklahoma Non-Profit Excellence Devon Energy Corporation Community AwardDevon Energy Corporation2011
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? Yes
Comments on Staff & Management
CEO/Executive Director/Board Comments
LCDA has 26 impactful programs that have made a critical difference in the lives of Latinos and all citizens in Central Oklahoma and the support and trust from our community affirms that our efforts are more than worthwhile.  The commitment and competence of a highly experienced and dedicated staff have resulted in LCDA being honored with hundreds of National, State and Community awards earned in our 26 history.  As the torch of leadership passed on from our legendary founder, LCDA grew its revenues 10% this past year under the new CEO at a time of federal and state cutbacks, as new sources of funding were developed for growth.  LCDA is well positioned and reinvigorated to grow into a new era of service expansion as the community we serve extends its exponential growth.

Board Chair
Name Richard Lane
Company Affiliation Lopez Foods, Inc
Term Oct 2016 to Sept 2020
Board of Directors
List Current as of Jan 06, 2020
Board of Directors List
Julia Adame LagaceVoting
Carter BaumertBank of America/Merrill LynchVoting
Miriam CamposArvest BankVoting
Joe CardenasArvest BankVoting
Dr. William Dooley MDUniversity of Oklahoma Health Sciences CenterVoting
Jeff EwingVoting
Javier FloresFLINTCOVoting
Chris Fusselman
Ronald Grant
Lynn GrovesFirst Commerical BankVoting
Richard LaneLopez Foods, Inc.Voting
Dr. Lourdes Planas Ph.DUniversity of Oklahoma College of PharmacyVoting
Robert RuizCultural Center Raptor PropertiesVoting
Board Demographics - Ethnicity
Caucasian 5
Hispanic/Latino 9
Board Demographics - Gender
Male 11
Female 3
Board Term Lengths 3 years
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 90 %
Board Orientation Yes
Constituency Includes Client Representation No
Written Board Selection Criteria? Yes
Standing Committees
Board Governance
Capital Campaign
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Communications / Promotion / Publicity / Public Relations
Comments on Board & Governance
CEO/Executive Director/Board Comments

LCDA is governed by an independent Board of Directors, with each Board member serving for 3 year terms for up to two terms.  There are currently 13 members of the Board, with diverse backgrounds and ethnicity.   The Board meets 12 times per year.  The work of the Board is handled by Committees.  There are 5 active Committees reporting to the LCDA Board plus several special event committees.  The principal committees include the Finance/Audit Committee; the Governance Committee; the Relocation and Capital Campaign Committee, and Special Events;  the special events committees include the Annual Luncheon Committee and the Christmas Party Committees.  The main product of Committees are recommendations which must be approved by a majority of the Board.

Key committees for organizational governance are Finance/ Audit and Governance.  The Finance/Audit  Committee is chaired by a senior banker and includes a senior Internal auditor that was the senior internal auditor of Integris.  Monthly meetings are held and all financial matters are reviewed and special meetings are held annually with LCDA’s auditor.  The Governance Committee reviews all Board and agency policies. The Governance Committee also reviews and recommends new Board members.

The President  is not a member of the Board but attends all meetings except any Executive sessions of the Board.  All Program managers and our bookkeeper also attend all Board meetings.  LCDA’s ability to recruit dedicated Board members who are very strongly mission conscious has been a key strength of the organization since inception.

Current Fiscal Year
Fiscal Year July 01, 2019-June 30, 2020
Current Year Budgeted Total Income $3,414,451
Current Year Budgeted Total Expenses $3,364,655
Financial Documents
IRS Letter of Determination
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201820172016
Total Revenue$3,284,648$3,166,364$4,163,082
Total Expenses$3,550,831$3,389,442$3,538,743
Revenue Less Expenses($266,183)($223,078)$624,339
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201820172016
Foundation and
Corporation Contributions
Government Contributions$2,396,379$2,418,420$2,696,360
Individual Contributions------
Investment Income, Net of Losses$6,950$2,099$2,449
Unrealized Gain/Loss($132,275)--$63,791
Membership Dues------
Special Events$218,040$141,960$107,207
Revenue In-Kind----$555,100
Expense Allocation
Fiscal Year201820172016
Program Expense$3,095,894$2,924,176$3,298,228
Administration Expense$275,845$415,781$240,515
Fundraising Expense$179,092$49,485--
Payments to Affiliates------
Total Revenue/Total Expenses0.930.931.18
Program Expense/Total Expenses87%86%93%
Fundraising Expense/Contributed Revenue50%14%0%
Assets and Liabilities
Fiscal Year201820172016
Total Assets$2,128,120$2,554,437$2,719,733
Current Assets$754,070$888,427$942,909
Long-Term Liabilities------
Current Liabilities$305,618$264,940$207,158
Total Net Assets$1,822,502$2,289,497$2,512,575
Short Term Solvency
Fiscal Year201820172016
Current Ratio: Current Assets/Current Liabilities2.473.354.55
Long Term Solvency
Fiscal Year201820172016
Long-Term Liabilities/Total Assets0%0%0%
Funding Sources
Top Funding Sources
Fiscal Year201820172016
Top Funding Source & Dollar AmountGovt - Unspecified $2,396,379Govt - Unspecified $2,418,420Govt - Unspecified $2,696,360
Second Highest Funding Source & Dollar AmountContributions $359,316Contributions $366,146Revenue In-KInd $555,100
Third Highest Funding Source & Dollar AmountEarned Revenue $279,187Indirect Public Support $172,571Contributions $396,657
Endowment? No
Endowment Spending Policy N/A
Credit Line? No
Reserve Fund? Yes
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Purpose
The purpose of the Capital Campaign: 1. Construct a new Pediatric Clinic & Health Education Building 2. Remodel the Pat current building 3. Secure general operating program support 4. Establish an endowment fund.
Campaign Goal $12,500,000
Campaign Dates Oct 2019 to
Amount Raised To Date $1,800,000 as of Jan 2020
Capital Campaign Anticipated in Next Five Years? Yes
Comments on Financials
CEO/Executive Director/Board Comments

Through excellent stewardship of all donations and grants, LCDA has developed a very strong and enviable financial position.  Except for regular current liabilities, LCDA has no short term debt and no long term debt of any kind.  Our liquidity ratio of current assets to current liabilities is over seven to one, with a strong working capital position to cushion any financial surprises that can come up in a non-profit's life.  All our buildings, real estate and fixed assets are owned free and clear of any debt or encumbrances.  We own our principal service facility, which is approximately 30,000 sq. ft.

Outside of our strong current asset position, LCDA also has an additional  $400,000 cash building fund set aside specifically for new space additions.  LCDA will also be selling and redeploying its other real estate holdings to add to the building fund as space has become a major constraint to our growth.  

As with all non-profits, funding is always a challenge.  The LCDA brand and its consistent strong deliverables on grants has put us in a position to obtain repeat grants based on our program execution and performance.   Each program manager is held accountable to make sure each program is self-sustaining, most of which is done through performance grant funding.  In the event of the loss of any grant, expenses are correspondingly cut back until replacement funds can be found. 

The funding challenges are greater on LCDA because the community we serve is the fastest growing demographic in the State and as the principal agency serving that community, new needs and new programs to service such needs arise continually.  Based on existing grants and contracts, our revenues will grow 45% from where they were just 18 months ago. Continued best-in-class stewardship practices that have served LCDA well are critical to continue servicing our community. 

Foundation Staff Comments
All prior year financial information is from the IRS Form 990s.
Note 1: There was a change in total Net Assets from 2018 and 2017 in the amount of $200,812 from the presented Form 990s.  
Contributions may include foundations and corporations when the breakout was not available.
The financial information presented is obtained from the following sources: IRS Form 990, independent audit reports, financial statements – board approved when available, and supplemental information from the organization. We do not warrant or guarantee the timeliness, errors or inaccuracies. With respect to information regarding financial performance, nothing on this website should be interpreted as a statement or interpretation by OCCF staff.
Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.

Address 420 SW 10th Street
Oklahoma City, OK 73109
Primary Phone 405 236-0701 114
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CEO/Executive Director Raúl Font
Board Chair Richard Lane
Board Chair Company Affiliation Lopez Foods, Inc