Uzazi Village
4232 Troost
Kansas City MO 64110
Web and Phone Contact
Telephone (913) 486-8568
Mission Statement
Our Mission is to increase maternal and infant health equity in the urban core.
CEO/Executive Director Ms. Hakima Payne
Board Chair Ms. LaTasha Reed
Board Chair Company Affiliation Genitourinary Specialty
History and Background
Year of Incorporation 2012
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement Our Mission is to increase maternal and infant health equity in the urban core.
Background Statement
Uzazi Village began in December 2011 as a community meeting. We gathered with the question, “If this community created its own maternity care system, what would that look like?” The meeting drew a cross section of stakeholders from providers to community activists and leaders, to childbearing women. The resulting document was called, “A Community Visioning.” It outlined the ideas from the meeting of what a culturally and community specific maternity care system would look like. Five months later, four women took on the challenge of bringing that document to life. They called the resulting organization Uzazi Village. By May of 2012, a 501C3 had been granted and in August of that same year, Uzazi Village opened its doors in its current location at 3647 Troost Ave. Since that time we have set to work establishing our Perinatal Community Health Worker program, training women from the community to become Perinatal Community Health Workers so that they can in turn return to their communities with the skills to transform maternal and infant health. We offer ongoing classes and support groups that inform and empower families during their childbearing journeys. We have become a name in the community synonymous with pregnancy and breastfeeding support. We not only support pregnant women and their families, but nurture the next generation of birth workers of color, and challenge our current healthcare systems to adapt itself to meet the perinatal healthcare needs of its clientele in a more culturally appropriate and specific way. We are now in our fourth year of operation and continue to adapt to the needs we find in our community. As the community evolves and changes, so do our responses to it. “Uzazi” is a Swahili word meaning “birth”. We endeavor to make birth safe for childbearing women and their babies through the development and promotion of evidence-based clinical care and community-based education and support.
Impact Statement
Top 4 Accomplishments: 
  1. We increased the number of clients into our Perinatal Community Health Worker Program
  2. We have increased the number of exam eligible mentees in our Lactation Mentorship program. 1 has sat for and passed the exam, and 4 have been approved to sit for the exam in October.
  3. We have expanded our MCO contracts from 1 to 2, and increased the reach of our program through the MCO to include over 41 zip codes in the Kansas City Metropolitan area, and to include the St. Louis Metropolitan area.
  4. We have expanded the number of service days at our Breastfeeding MOM partnership clinic with Southwest Boulevard Family Health Care through their MOM clinic. Days have increased from 1 day a week to 2, and included a breast pump access program for uninsured families though a small grant.
Top 4 Goals for the 16-17 FY: 
  1. Increase our PCHW client numbers to 120.
  2. Increase our MCO partnerships from 2-3
  3. Expand our Chocolate Milk Café and PCHW program expansion to other areas of need throughout the country by our Train the Trainer programs and Tool-Kits.
  4. Increase the number of Lactation Interns and clinical sites.
Needs Statement
Our top 5 pressing needs are:
  1. Funding for our PCHW research project through Goppert Clinic
  2. Obtain a larger office space to increase the number of families we serve, increase the number of support programs and classes.
  3. Technology for our office, we are in need of a business quality printer, computers, an office phone system, and basic office supplies.
  4. Funding for our Free Walk-in Breastfeeding Clinic. The Clinic has been run on donations, in order to expand our clinic hours, we need funding.
  5. We are in need of funding for 2 part-time staff positions at 30 hours, an Administrative staff member and an Outreach Worker.
Service Categories
Family Services
Areas of Service
KS - Wyandotte County
CEO/Executive Director/Board Chair Statement Uzazi Village was born from a need to find effective strategies for combating persistent high infant mortality rates in vulnerable communities. For example, the deaths of Black infants are the results of long standing systemic social and economic inequities and injustices. Our greatest challenge to both individual and public health is systemic racism embedded in the key structures of society, including healthcare that neither recognizes nor values non-dominant culture, life, or ways of being. Focusing on health behavior changes supposes that the individual is to blame and the individual alone can fix the problem. This approach disadvantages low resource individuals and communities at every level of social interaction and leaves system unpressured to make needed change. We have seen success in building models that are community and culture specific, built on principles that respect cultural ways of being, including beliefs about health and healthcare. While healthcare focuses on standards such as cultural sensitivity, what is required is community level intervention: garnering the embedded strengths of a community and bringing them to bear on health outcomes. The solution to save our communities is within our communities, with community led solutions. Healthcare systems must learn to work with communities rather than around them. Personal behavioral change is important, but it is reconstruction of a profoundly inequitable system that will have the most far reaching transformative value. We have seen success in working to improve consumer knowledge and health literacy, but also in improving the culture of healthcare so that it is more responsive to consumer needs. Uzazi Village was founded on my passion for birth and breastfeeding. Each should take place in a caring and supportive space, with help available if needed and desired. I become a mother at age 15, and ten years later, went to work as a labor and delivery nurse at the same hospital where I gave birth. This gave me the unique perspective of being on both sides of the birthing bed. It is that perspective that fuels my vision to see health inequities replaced with systems of care that honor the woman, her baby, her community and her ways of being.
Description The Perinatal Community Health Worker Program uses a community-based public health approach to decrease maternal and infant health inequities in low resource communities among those utilizing Medicaid as healthcare insurance for pregnancy coverage. The program recruits community women, trains them to be Perinatal Community Health Workers (PCHW) and assigns them to work within their own communities with low resource pregnant women utilizing Medicaid. The PCHWs are required to have 164 hours of training in childbirth education, doula training, contraceptive counseling, and breastfeeding counseling. Our PCHWs provide home visits, provide personalized education, model healthy behaviors, support informed decision-making, and advocate for evidence-based care. The service includes of 3 prenatal visits, labor and birth assistance, and two postpartum visits. Visits are reimbursed by the Medicaid Managed Care Organizations. About 49% of Missouri women use Medicaid for pregnancy.
Category Health Care, General/Other Maternal & Infant Care
Population Served Families, ,
Short-Term Success We wish to see our clients come out of our program with a greater understanding of and appreciation for their mothering role and how to advocate for their own healthcare needs and the needs of their babies. We want to see fewer premature, and low birth weight babies and increased breastfeeding initiation and duration. We would like to see a healthy mother go home with a healthy baby. We would like to see that mother and baby surrounded and supported by a loving family unit. We would like to see them have a better understanding of what optimal health looks like and how to achieve it for themselves, their babies and their families. We would also like to see our families have higher expectations of the healthcare system, have a greater understanding of what their resources are and how to get what they need from the healthcare system.
Long-Term Success The ultimate goal of our program is the elimination of preventable infant mortality by decreasing rates of prematurity, low birth weight, and early cessation of breastfeeding. The evidence of long term success would be to see mothers and babies not just surviving but thriving. Thriving families would be empowered to navigate all social structures, including healthcare, to advocate for their own wellbeing. We encounter young families embroiled in hardship and difficulty related to pregnancy associated health outcomes. We see sick babies born too soon to sick mothers- most of which is entirely preventable. Access to high quality healthcare prior to pregnancy, and careful monitoring and treatment during pregnancy can alleviate a lot of what results in low resource-based health disparities. We want to see mothers be healthy prior to pregnancy, leading to a healthy gestation, and birth, so that newborns may have an optimal start in life that includes access to its mother’s breastmilk.
Program Success Monitored By Our success will be expressed in the Triple Aim; improved health outcomes, decreased healthcare costs, and improved customer satisfaction. When our program has met all three of these objectives, then we will have been successful. We will track specific client outcomes such as birth weights, gestation at birth, cesarean rates and NICU admissions. We will also survey and or interview our clients at the completion of our service to track customer satisfaction. Finally, we will work with local evaluators and researchers to track healthcare cost savings because of our efforts. Costs savings would come from avoiding prematurity, and those interventions that tend to artificially shorten gestation such as non-medical inductions which also lead to greater numbers of cesarean sections, also associated with neonatal complication. We are on target with impacting the factors that are the leading causes of health compromise in neonates and account for high Medicaid costs.
Examples of Program Success Kayla Fisher came to us as a 19 year old young woman, midway through her first pregnancy. We paired Ms. Fisher with PCHW, Shoaf Camp. Ms. Fisher received six visits from her Perinatal Community Health Worker throughout the remaining course of her pregnancy. Ms. Fisher desired a natural birth experience, which her PCHW helped her achieve. Her baby was born full term at an appropriate birth weight. She was able to have the drug free birth she envisioned and breastfed her baby right away. It has been a year since Ms. Fisher was in our program and she is thriving. She has left an emotionally abusive relationship and is living independently. Since her daughter was born, she had taken a CNA course, and is happily employed in that field. She is currently applying to nursing schools to continue her education. She is continuing to breastfeed her child at one year of age. Our program helps clients optimize their life potential through a healthy start in life.
Description The Lactation Mentorship Program was created to bring equity to the Internationally Board Certified Lactation Consultant (IBCLC) credential. The current membership is estimated to be 87.1% White, 1.6% Black, 4.7% Latina, 1.4% Asian, and 0.8% Native American. These percentages do not reflect current percentages within the American population and as such reflect racially-based disparities in the profession which can impact access to professional lactation care for communities of color and other vulnerable communities. Our program provides 500 mentorship hours by linking interns with qualified sites throughout our city. Our program is designed to help diversify the profession and thereby give more women of color access to IBCLCs. The program works on a sliding scale fee based on income. Our interns take an average of 10 months to get their 500 hours working 2-3 eight hour shifts a week. Our capacity is based on the number of available sites. We have had nine interns total.
Category Health Care, General/Other Maternal & Infant Care
Population Served Families, ,
Short-Term Success Our short term goal for the clients in this program is to meet the requirements to sit for the IBCLC exam, and pass it. Our goal is for all our Lactation Interns to within a year, become IBCLCs. Our hope is that they join the workforce and work with breastfeeding women in their respective communities. We take all candidates into our program but actively recruit and encourage the participation of women of color to increase much needed diversity in the profession. At the conclusion of our program, we expect our interns to have an understanding of the role of the IBCLC, be prepared to step into that role for their communities, in a way that is culturally relevant and specific. We know that the role of the IBCLC is an important one to decreasing disparities in breastfeeding rates. While we acknowledge and appreciate all lay and professional breastfeeding support roles, we would like to see all communities enjoy the benefits of having their own community specific IBCLCs.
Long-Term Success The ultimate goal of this program is to increase the percentages of IBCLCs to more closely approximate the greater population. The African-American population is 12% and the Latina population is 14%. We would like to see this reflected in the IBCLC population so that the racial distribution is more equitable. That would mean that the credential has become more accessible for communities for whom it is currently full of insurmountable barriers. This might also mean that greater numbers within communities of color are accessing the credential to get the breastfeeding help they need. Because the IBCLC has long been considered the gold standard in breastfeeding assistance, this could make a big difference in women getting the timely, knowledgeable assistance they need to be successful in their breastfeeding goals. Increasing the numbers of IBCLCs can mean the difference between long term breastfeeding (associated with positive infant health outcomes) and early cessation.
Program Success Monitored By The success of our program is easily measured. When our Lactation Interns pass the IBCLC exam, we know we have met our objective and been successful. Another measure of success will be when our interns go on to work in communities that demonstrate high need for the expertise of IBCLCs. We know that these trained professionals are necessary to improve breastfeeding initiation and duration rates in all communities. There is a global shortage of IBCLCs and many breastfeeding women never see one at any time during their breastfeeding experience. We will ultimately be successful when all breastfeeding women who need to access the services of an IBCLC can do so in a timely, convenient, affordable manner. We will know our program is successful when greater numbers of breastfeeding women in our community can state that they were able to access an IBCLC when one was needed and that the IBCLC was able to address their needs in a culturally appropriate way.
Examples of Program Success Morenike Tiemba participated in our lactation mentorship program in 2015. She is an African-American candidate from Ohio who came to our program to get required mentorship hours in order to be eligible to sit for the IBCLC exam and gain certification. She came for a short term placement of 50 hours. She has since fulfilled her mentorship hours and other requirements for sitting for the exam. She is due to sit for the exam in October 2016. Morenike is active in her community as a breastfeeding support resource and runs a community specific support program called “Akwaaba Mama Breastfeeding Support” devoted to changing the culture of birth in her community. Morenike embodies what we want to accomplish through our program- graduates that are enabled to stand in the gap and meet the specific needs of their own communities for breastfeeding support and care.
Executive Director/CEO
Executive Director Ms. Hakima Payne
Term Start Apr 2012
Compensation $0 - $50,000
Experience Hakima L. Payne has a Bachelor’s of Nursing and a Master’s in Nursing Education. She is currently a student of Midwifery working toward the CPM credential. She is an Internationally Board Certified Lactation Consultant (IBCLC) and a Certified Nurse Educator (CNE). Ms. Payne is currently enrolled at Walden University pursing a doctorate in Nursing Education. Ms. Payne is the Executive Director of Uzazi Village, a nonprofit dedicated to decreasing perinatal health disparities in communities of color. She is an editor for Clinical Lactation Journal, and sits on the board of the National Association for Professional and Peer Lactation Supporters of Color (NAPPLSC). She presents at professional meetings on these topics. Her career goals include increasing the number of midwives of color and improving lactation rates in the African American community through increasing the number of IBCLCs of color.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Senior Staff
Title COO

Mariah Chrans is an IBCLC, co-founder and Director of Programs at Uzazi Village in Kansas City, MO. In addition, she coordinates the Breastfeeding MOM Clinic in conjunction with Southwest Boulevard Family Health Care, Inc., is a faculty member of Metropolitan Community College’s Community Health Worker certificate program, and a PhD. Public and Community Health candidate at Walden University. Mariah resides in the Kansas City area with her husband, four children, and little old dog Andrew.

Paid Full-Time Staff 0
Paid Part-Time Staff 6
Volunteers 12
Paid Contractors 12
Staff Diversity (Ethnicity)
African American/Black 10
Asian American/Pacific Islander 0
Caucasian 3
Hispanic/Latino 1
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Under Development
Organization Has a Strategic Plan Yes
Management Succession Plan Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Uzazi Village partners with the following agencies and organizations to increase mantel and infant health equity in the urban core:
Children's Mercy Hospital, Research Medical Center, Truman Medical Center, North Kansas City Hospital, Stormont-Vail Hospital, Shawnee Mission Medical Center, Priory Care Pediatrics, Meritas Pediatrics, Southwest Boulevard Family Health Care, HomeState and AmeriGroup MCOs, Metropolitan Community Colleges
Community CareInternational Lactation Consultants Association 2014
Community CareInternational Lactation Consultants Association 2017
Breastfeeding Hall of Excellence Medela2012
Prenatal Safe Space Common Sense Childbirth2014
Government Licenses
Is your organization licensed by the government? No
Board Chair
Board Chair Ms. LaTasha Reed
Company Affiliation Genitourinary Specialty
Term Jan 2012 to Oct 2017
Board Members
Ms. Diane Burkholder DB Approach LLC
Ms. Rebecca Liberty Southwest Boulevard Family Clinic
Ms. Sarah Martin-Anderson City of Kansas City
Ms. LaTasha Reed Genitourinary Specialty
Ms. Delores Strickland Retired, RN
Ms. Leslie Toledo Physicians for Peace
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 0
Caucasian 1
Hispanic/Latino 1
Native American/American Indian 1
Other 0
Board Demographics - Gender
Male 0
Female 6
Unspecified 0
Board Term Lengths 2
Board Term Limits 2
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Number of Full Board Meetings Annually 12
Fiscal Year Start July 01, 2017
Fiscal Year End June 30, 2018
Projected Revenue $219,361
Projected Expenses $209,361
Foundation Comments
  • FYE 6/30/2014: Financial data reported using the organization's internal financial documents.
Detailed Financials
Expense Allocation
Fiscal Year201420132012
Program Expense$13,538----
Administration Expense$0----
Fundraising Expense$0----
Payments to Affiliates$0----
Total Revenue/Total Expenses1.02----
Program Expense/Total Expenses100%----
Fundraising Expense/Contributed Revenue0%----
Assets and Liabilities
Fiscal Year201420132012
Total Assets$1,409----
Current Assets$1,409----
Long-Term Liabilities$10,685----
Current Liabilities$0----
Total Net Assets($9,276)----
Short-Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities------
Long-Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets758%----
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar Amount ------
Second Highest Funding Source & Dollar Amount ------
Third Highest Funding Source & Dollar Amount ------
Capital Campaign
Currently in a Capital Campaign? Anticipated In 3 Years
Campaign Purpose The purpose of the Capital Campaign is to full fund salaries, expand building space and services. 
Goal $100,000.00
Dates Jan 2019 to Jan 2020
Organization Name Uzazi Village
Address 4232 Troost
Kansas City, MO 64110
Primary Phone (913) 486-8568
Contact Email
CEO/Executive Director Ms. Hakima Payne
Board Chair Ms. LaTasha Reed
Board Chair Company Affiliation Genitourinary Specialty
Year of Incorporation 2012