About Us / The Last 27 Years

2019

In 2019, in partnership with other advocate organizations, CHC secured $30 million in State General Funds, to be matched with federal funding, over the course of two years to support community-based health care navigation services.

Learn More about Our Accomplishments

2019 was a year of change and transformation for CHC. A transformation that continues in 2020 and beyond with a new mission and a new vision statement. This is a summary of what we accomplished this past year to create more equitable systems that serve our communities and to ensure health and prosperity for all.

  • Surpassed our budget projections by an additional $3.9 million and ended the year with a surplus.
  • Continued leadership and stewardship of our coalitions, engaging over 100 organizational stakeholders at the forefront of social change initiatives, including:
    • Building Healthy Communities
      • Serving as backbone for this place-based initiative with a cross sector of organizational partners to engage residents in anti-racism training, build stronger relationships to increase collective impact, and publish a report on movement building and drivers of disparities in Los Angeles.
    • Covering Kids and Families and LA Access to Health Coverage
      • Convened over 200 partners via 12 convenings across the state, from Sacramento to Yolo and Kern Counties, to LA.
      • Trained providers on Medicare, the state and county budgeting processes, and policy updates to engage enrollers in advocacy.
    • Baldwin Hills Oil Fields Community Advisory Committee
      • Ensured representation of community stakeholder voice in the ongoing advocacy for better protections and assessment of health impacts of the oil fields.
    • Secured $125,000 from Supervisor Mark Ridley Thomas to move forward with design of the assessment process.
  • Established new strategic partnerships, focusing on areas related to youth development, leadership development and economic prosperity, including:
    • Coalition on Economic Resiliency (CoER)
      • In partnership with the Federal Reserve and LA Care, launched the inaugural convening with 100 decision-makers from philanthropy, social impact investors, and finance industry to innovate big ideas to address generational wealth and economic resilience.
    • The New Fund for Children & Youth
      • Backbone for a statewide coalition of organizations to assess, develop and implement a campaign strategy for creating and passing a ballot in 2022 that secures dedicated funding for youth ages 0-24.
    • Leading for Equity
      • In partnership with Pacific Oaks College and Claremont McKenna College created a culturally relevant, capacity building curriculum offered to 1) over 35 nonprofits and 2) 30 community residents.
  • Published multiple comment letters and ran social media campaigns addressing federal ruling around public charge and SNAP benefits, to support for CA state budget initiatives, and LA County’s first ever 25-year sustainability plan, among others.
  • Conducted a series of state legislature representations, in support of initiatives like Health4All-led bills expanding Medi-Cal coverage for seniors and young adults regardless of immigration status.
  • Enrolled 975 people into Medi-Cal
  • Supported over 1,200 people renew their coverage and touched over 6,000 people to provide education around Medi-Cal options.
  • Expanded the Healthcare Workforce initiative based on youth feedback:
    • 18 youth leaders conducted peer assessments with 477 responses collected
    • Partners included Community Clinic Association of LA County, the Health Sector Collaborative, and Propel LA, a program of the LA Economic Development Corporation.
  • Healthy Kids Zone initiative entered into the policy phase: cannabis and flavored tobacco; homeless and housing; and streetscape.
  • As the Regional Network Grantee for South LA’s Best Start communities, an initiative of First 5 LA:
    • All four communities developed and approved action plans for both Year 1 and Year 2.
    • Held 4 regional summits, providing opportunities for peer engagement, issue and policy updates.
    • Expanded organizational network to include Kounkuey Design Initiative, LA Land Trust, the DAD’s Project, and Urban Peace Institute to increase impact in school quality and literacy, housing, food access, parks and open space, and community safety.
    • Conducted multiple systems change workshops, policy landscape analysis and outreach and engagement trainings.

Working on the development of the South LA Hub, 40K sf. commercial development project at the intersection of food, economic development, and entrepreneurship on 94th and Broadway.

2018

In 2018, CHC was selected as the Backbone entity for the First 5 LA Best Start Region 2 Network. CHC is working to build the capacity of organizations and residents working in 4 South LA area communities to improve outcomes for 0-5 aged children and their families through policy and systems changes. CHC is providing fiscal management; advocacy and leadership skills development; managing research and data collection, and sustainability planning and resource development.

In 2018, CHC became the backbone entity for the South LA Building Healthy Communities and initiative of the California Endowment. CHC supports the Steering Committee infrastructure in developing and implementing a plant to promote intersectional movement building that builds power and shifts the narrative about South LA.

2017

Starting in 2017, CHC launched a demonstration project piloting health system-focused internships for South LA high school youth at community clinics. The project is currently focused on exploring sustainable models to support youth of color in building skills and increasing their knowledge about opportunities and pathways into community healthcare careers. For more information.

2016

In 2016, CHC was asked by the city and county to serve as the backbone organization to implement the Healthy Kids Zone (HKZ) pilot and evaluate the process and outcomes to publish a playbook for HKZ replication, citywide. Since 2017, CHC has been implementing HKZ at Fremont High School in South Los Angeles, with the support of a workgroup of local community organizations, school staff, and residents.

2012

In 2012, CHC received a CDC Community Transformation Grant creating a collaborative that was successful in leveraging the skills, expertise, existing resources and community relations to accomplish much more together than it would have as 24 separate organizations. At the same time CHC was awarded one of only two REACH Demonstration grants and created a cadre of systems and environmental interventions to reduce disparities in obesity rates and hypertension for African-American and Latino residents. The most notable was the adoption Healthy Kids Zone concept (a framework elevating health and safety standards around high-need schools) in the Plan for a Healthy LA.

2008

Starting in 2008 CHC led the mobilization and organization of the Greater Baldwin Hills Alliance, a broad cross section of residents and stakeholders in a year-long campaign that led to establishment of the Inglewood Oil Field Community Standards District (CSD), the strongest oil field regulations in the country. CHC still sits on the CSD Community Advisory Panel.

1999-2003

In 1999 until 2003, CHC led its first capacity building effort with the Partnership for the Public Health Neighborhood College which provided Lennox community residents with the skills and knowledge to become leaders in the community. Another example occurred from 2006-2008 with the South LA Health Leadership Project – a collaborative effort for the development of a community health education program that provided community college credit on community health and health disparities.

In 1999, CHC was awarded one of only 40 Centers for Disease Control and Prevention (CDC) Racial and Ethnic Approaches to Community Health (REACH) 2010 grants, as well as several subsequent renewals. This lead to the creation of the Neighborhood Food Watch (2005-2010) to train residents in community organizing, assessment and promotion of Standards of Quality developed to improve the condition of local markets. Then through CHC’s Food Policy Roundtable, the mobilization of community members to acquire an amendment to the LA City General Plan to regulate density of new standalone fast-food restaurants in South LA.

1998

In 1998, CHC began providing comprehensive enrollment services to families through the ABC to Health Project in South Los Angeles. Then in 1999 advocating for comprehensive healthcare through the statewide Covering Kids and Families Coalition (CKF) and later the LA Access to Health Coverage Coalition. To date, the ABC Health Project having served over 40,000 children and adults. The CKF and LA Access Coalitions having informed many policy changes such as the implementation of the Affordable Care Act in California including the transition process of California’s Healthy Families program into Medi-Cal and development of Covered California’s Outreach and Enrollment Programs.

The CHC-led South LA Health Leadership Roundtable helped to preserve more than $100 million for specialty, urgent and hospital care following the closure of Martin Luther King Hospital. The fund was maintained until the re-opening of MLK Hospital.

1998

In 1998, CHC began providing comprehensive enrollment services to families through the ABC to Health Project in South Los Angeles. Then in 1999 advocating for comprehensive healthcare through the statewide Covering Kids and Families Coalition (CKF) and later the LA Access to Health Coverage Coalition. To date, the ABC Health Project having served over 40,000 children and adults. The CKF and LA Access Coalitions having informed many policy changes such as the implementation of the Affordable Care Act in California including the transition process of California’s Healthy Families program into Medi-Cal and development of Covered California’s Outreach and Enrollment Programs.

The CHC-led South LA Health Leadership Roundtable helped to preserve more than $100 million for specialty, urgent and hospital care following the closure of Martin Luther King Hospital. The fund was maintained until the re-opening of MLK Hospital.

1992-2005

Working with residents and community organizations the Task Force sought foundation support and soon, CHC was established. From 1992 to 2005 CHC convened 12 regional coalitions of healthcare providers, educational, faith- and community-based organizations working together to identify and respond to gaps in healthcare access for residents. With the regional councils as well as county and state leaders, in those early years CHC was able to halt the roll out of Mandatory Medi-Cal Managed Care in LA, develop first report card on Medi-Cal program, played a leadership role in LA county 1115 waiver, established the community advisory board for roll out of Healthy Families Program, and worked with Attorney General’s Office and led successful campaign to preserve Queen of Angels and Marina del Rey Hospital.

1992

Since 1992 Community Health Council (CHC) has achieved great success that are far too many to list; however here is a snapshot.

CHC was established in 1992 because of the civil unrest; and, in response to the growing health crisis to support planning, resource development and policy education for the South Los Angeles (SLA). Specifically CHC was created as a recommendation to the Los Angeles County Board of Supervisors by the Task Force on Health Care Access. The Task Force recommendations came on the heels of the 1992 civil unrest and were developed through a series of community forums conducted throughout Los Angeles County.