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Category: General Human Services

Daughters of Charity Services of San Antonio

AKA DCSSA

San Antonio, TX

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Daughters of Charity Services of San Antonio

Also Known As:
DCSSA
Physical Address:
San Antonio, TX 78211 3752
EIN:
74-6106876
Web URL:
www.dcssa.org
Leadership:
Mr. Larry Mejia, Chief Executive

Legitimacy Information

  • This organization is registered with the IRS.
  • This organization is required to file an IRS Form 990 or 990-EZ.

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Basic Organization Information

Daughters of Charity Services of San Antonio

Also Known As:
DCSSA
Physical Address:
San Antonio, TX 78211 3752
EIN:
74-6106876
Web URL:
www.dcssa.org 
NTEE Category:
E Health—General & Rehabilitative 
E32 Ambulatory Health Center, Community Clinic 
P Human Services 
P33 Child Day Care 
P Human Services 
P50 Personal Social Services 
Year Founded:
1958 
Ruling Year:
1946 
How This Organization Is Funded:
Daughters of Charity Foundation - $924,000
Clem Trust Bequest - $350,000
Methodist Healthcare Ministries - $378,000

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Mission Statement

Faithful to the Vincentian tradition, the Daughters of Charity Services of San Antonio will establish and maintain neighborhood-based programs to increase accessibility to primary health care and human services on the part of the poor. These programs will have a strong holistic orientation and consider participation and empowerment as an integral dimension of the delivery of service. While services will be rendered with preferential option for the poor, it is not to the exclusion of others.



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Impact Statement

 Accomplishments
▪ We successfully celebrated the 50th Anniversary of the Daughters of Charity serving the needs of the poor and vulnerable of South San Antonio.▪ We completed our $4.3 million dollar capital campaign, “Children First”, and launched construction of a new early childhood education center that will double our capacity. ▪ Our medical & dental staff provided over 9,500 medical visits and over 3,600 dental visits. ▪ We provided over 7,600 social service visits which included counseling, advocacy, food and   clothing support to families in need. ▪ We cared for approximately 230 children on a daily basis in our child care programs. ▪ Over 500 students were sponsored by approximately 1,000 volunteers through our Adopt a Child for Back to School program. ▪ Over 300 families and senior citizens were sponsored by more than 600 volunteers, through our Adopt a Family Christmas program. 
 
Goals from FY09 
Together with our corporate sponsor, Ascension Health, we promise to provide: Services that work - Transform the service delivery system so that those we serve experience the service they want and the holistic care they need within a sustainable economic model. Services that are safe- Build a safe service environment by creating a continuous improvement capability in our organization. Services that leave no one behind- As part of our commitment to 100 percent access to services for everyone, we strive to serve as a voice for the voiceless by using our ideas, influence and actions to advocate for those persons who are poor and vulnerable

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Revenue and Expenses

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Balance Sheet

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Organizational Statistics

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Chief Executive

Mr. Larry Mejia

Term:

Since Mar 2000

Chief Executive Profile:

Mr. Larry Mejia holds a Bachelor’s degree in Medical Technology and a Master of Business Administration from Texas State University. Mr. Mejia is currently enrolled at Our Lady of the Lake University pursing his Ph.D. in Leadership Studies. 

In 2000, Mr. Mejia accepted the position of President and CEO of Daughters of Charity Services of San Antonio (DCSSA). At that time, the operating budget for DCSSA was approximately $2 million. In fiscal year 2011, the operating budget was approximately $6 million.  Mr. Mejia is recognized for his expertise in serving low-income, minority communities. As a community leader, he has earned the trust and respect of senior staff within the major health care systems, corporations, community foundations and philanthropists.  He is a founding member of Health Access San Antonio; a 501(c) 3 dedicated to improving access to healthcare for low-income, uninsured and underinsured individual and remains active on the board.
Mr. Mejia has been a part of the Daughters of Charity Health System for 22 years, and has served as President/CEO for 11 years. Mr. Mejia’s experience as a leader within an inpatient hospital based system and as a leader of a stand-alone community health and human services agency has provided him with a unique perspective on healthcare and leadership. 
In 2008, Mr. Mejia’s community involvement led to working one-on-one with a few individuals as a life coach.  His 22 years of experience in health and human services, leadership, formation, facilitation and spiritual direction have served him well in this role.   As a life coach, Mr. Mejia works with individuals to guide them through specific personal projects, business successes, and transitions in their personal life, relationships or profession.   

CEO/Executive Director Statement:

One of the many blessings that come from working for Daughters of Charity Services of San Antonio (DCSSA) is the opportunity to merge my professional life with my personal faith journey. We also work on strengthening our spirituality through different studies. This year DCSSA chose to focus on servant-leadership. Numerous hospitals and healthcare systems across the U.S. are involved with servant-leadership, including our parent organization, Ascension Health.

While the modern concept of servant-leadership started with Robert Greenleaf, who published his first pivotal work “The Servant as Leader” in 1970, the concept is far from new and is originally found in the teachings of Jesus Christ.  Jesus described himself as a Servant Leader in the Gospel of Mark (10:43-45), “Whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all. For even the Son of Man did not come to be served, but to serve.”Jesus sent a clear message to His first disciples and to all those who would follow Him that leadership was to be first and foremost an act of service.

Servant-leadership emphasizes the leader's role as steward of the resources (human, financial and otherwise) provided by the organization. It encourages leaders to make sure that other people’s needs are being served while staying focused on achieving results in line with the organization's values and integrity.

I believe it is this approach to service that distinguishes Daughters of Charity Services of San Antonio from other health and human service organizations in our community.

Larry Mejia

President/CEO

DCSSA


Board Chair

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Board of Directors

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Officers for Fiscal Year

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Highest Paid Employees & Their Compensation

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Program: Neighborhood Health Program

Budget:
$2,000,000
Category:
Health Care
Population Served:
Hispanics
Female Adults
Children and Youth (infants - 19 years.)

Program Description:

The Neighborhood Health Program seeks to effectively increase the clients’ ability to be personally responsible for his/her health by eliminating or reducing barriers (including financial, transportation, geographic and cultural barriers) to accessing the health care services they need. A key attribute of the Neighborhood Health Program is an emphasis on establishing ourselves as a primary care home for the clients we serve.

 

The services offered through our Neighborhood Health Program include: adult primary care, adolescent care, pediatric care, dental care, counseling, health education, social services, case management, laboratory services, limited radiology, and limited pharmacy. Our services are organized and supported by an inter-disciplinary team (social workers, MDs, dentists, physician assistant, nurses, health educators, outreach workers) that together provide care with attention to the client’s physical, emotional and spiritual needs. Our medical and dental services are provided on a sliding scale fee. Counseling, health education, social services and case management are provided at no charge.

 

Our programs seek to involve people to find the solutions to their own problems…to provide a hand-up as opposed to a handout.  

 

Program Long-Term Success:

As a faith-based organization, our commitment is to serve those in our community who are poor and vulnerable. In order to overcome those factors that negatively impact client’s lives and, therefore their health, clients must gain the ability to overcome the cultural, societal, and economic barriers to obtaining care. In some instances, this necessitates understanding what community resources are available. The Neighborhood Health Program has numerous outreach initiatives to enhance the community’s awareness of our services and to address any questions clients may have about our programs, fees or other barriers. (Outcome 1: The number of unduplicated new clients that will overcome barriers to health care by accessing Neighborhood Health Services for the first time will increase from 30% to 35% by the end of the year.)  Through outcome 1 we are trying to improving access to care for the poor and vulnerable in our community.  The services we provide include assessment, diagnosis and treatment of the client’s condition. But it is the ability of the client to effectively participate in his/her care that best determines whether he/she can improve his/her health. Clients who consistently comply with treatment plans or provider instructions generally avoid complications and reduce the number of times that they are in crisis. (Outcome 2: The number of clients that will utilize La Misión Family Health Care as their primary care home by returning for health services more than once per year will increase from 65% to 70 %.) The intent of outcome 2 is to establish La Misión Family Health Care as a primary care home for the clients we serve. Clients that understand their health condition and their role in controlling their health see the value of preventive care. (Outcome 3: The number of preventive health services accessed by clients will increase by 5%. From July 1, 2008 – June30, 2009 clients at La Misión Family Health Care accessed 4,377 preventive health procedures.) By accessing preventive health services clients will increase their long-term quality of life.

Program Short-Term Success:

Short-Term outcomes

 

Outcome 1     

Dental patients with a complete treatment plan will have no new decay at their recall visit. Goal: 75%

 

Outcome 2     

Clients will report an improvement in their health and well being by the end of the grant period. Goal: 80% will indicate an improvement.

 

Outcome 3     

The number of preventive health services accessed by clients will increase by 5%. From July1 – June30, 2009 clients at La Misión Family Health Care accessed 4,377 preventive procedures. (Improve long-term quality of life.)

Program Success Monitored by:

Outcome 1: Data will be collected by auditing client compliance tracking forms. Dental staff will document evidence of care plan compliance or non-compliance. Once a month the patient care coordinator, dental hygienist, and counselor will perform a chart review of approximately 20 percent of the clients served by the dental program to determine if there has been any new decay since the client’s last visit.

 

Outcome 2: A quarterly patient satisfaction survey will be administered to our dental clients. Among the questions asked, improvement in quality of life will be assessed.  

 

Outcome 3: Preventive services including: PAPs, EPSDT/physicals, Spots physicals and Dental hygiene visits will be tracked through our electronic medical record information system.

Program Success Examples:

For the past 51 years, Daughters of Charity Services has been committed to establishing and maintaining neighborhood based programs that increase accessibility to healthcare and human services in south San Antonio and south Bexar County, particularly for poor and underserved populations.

 

Our integrated holistic model of care provides comprehensive primary care for children, youth and adults. La Misión Family Health Care is a health care setting that facilitates partnerships between individual patients, and their personal physicians, and when appropriate, the patient’s family.

 

Each patient has an ongoing relationship with a personal physician. The personal physician leads a team of individuals at the practice level who collectively take responsibility for the ongoing care of patients. This includes care for all stages of life; acute care; chronic care; and preventive services. Care is coordinated to assure that patients get the care they need in a culturally and linguistically appropriate manner (e.g., subspecialty care, hospitals, home health agencies, nursing homes).    

 

Furthermore, a social worker is available to help clients with their social and material needs. Assistance with food, clothing, and financial needs are provided through a modest thrift operation and participation with a food pantry program. Monetary assistance is occasionally provided for extreme emergency situations. Our social workers provide interventions that focus the clients on developing alternatives to their problems. Our licensed counselor provides counseling services that support family’s development and overall well being. In addition, a significant amount of effort is concentrated on assisting clients to navigate and satisfy the requirements of public assistance programs like Medicare, Medicaid, SSI, food stamps and child care.   In FY09 (July 1, 2008 to June 30, 2009) the percent of clients that returned to the Neighborhood Health Program for services was 60% in the prior year FY08 it was 57%. 


Funding Needs

As a result of the economic downturn, we are seeing what amounts to a humanitarian emergency among the target population we serve. Among other realities, decreases in donor funding and investment losses have not allowed us to keep pace with the increased demand. Recognizing the importance of providing basic human services to struggling families, Daughters of Charity Services of San Antonio (DCSSA) biggest funding need is for operational support. Like most non-profit organizations, DCSSA is seeing the painful realities of a significant increase in need coupled with a major decrease in resources. Our role as a safety net provider has become even more critical


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