Francisco J. Silva, Esq.

As I reflect on my first year as CEO, I am filled with a deep sense of pride and gratitude for what we have accomplished. Despite the daunting obstacles posed by public health emergencies and natural disasters, California’s community health centers (CHCs) stood together to meet the moment, working tirelessly to provide whole person care for our patients and communities. We embarked on a journey of modernization and strategic engagement, restructuring our association to better serve our members and position ourselves as a leading voice in health care policy.

Our efforts to modernize governance and member services have been a critical component of this transformation. We implemented new programs, systems and processes that promote transparency, accountability, and member engagement.

Through our strengthened committees, peer networks, coalition networks, and task forces, we are better able to leverage the expertise of our members to drive change and innovation in health care.

We also restructured our organization to optimize the full strength of CPCA’s resources, expertise, and core competencies to secure CPCA’s seat at the table when major state policy decisions are developed. With our members’ leadership and our advocacy organization, CPCA successfully spearheaded, supported, and advocated for new laws and policies that provide Medi-Cal coverage for all income-eligible California residents, support value based arrangements (i.e., APM and PHMI), permanently authorize telehealth flexibilities and payments, broaden CHCs’ behavioral health workforce, create new training programs for nurse practitioners and physician assistants, fund retention bonus payments for community health center employees, and invest an additional $100 million in the supplemental fund for health centers who lost 340B savings due to the Medi-Cal RX pharmacy transition.

Our efforts to strengthen our collective advocacy and education initiatives were also bolstered by our continued partnership with the Regional Associations of California (RAC) and consortia members. We worked together to secure a $13 million grant over five years from the California Endowment to sustain our policy, education, advocacy, workforce, and community engagement work. Similarly, we secured a $7 million two-year grant to pilot a CHC-anchored civic engagement program with the goal of comprehensively reaching CHC patients, staff, and communities that will build power to address health equity, social determinants of health, and the provision of resources for the CHC model of care.

As I visited many of our health centers this year, the pandemic and natural disasters continue to be a stark reminder of the need to prioritize health equity, as we witnessed the disproportionate impact on marginalized and underserved populations. We must continue to support policies and invest in programs that promote equity in care, working to remove barriers to care and support CHC leaders that focus on justice, equity, and inclusion as part of their work.

Looking to the future, I am excited about the opportunities that lie ahead. We will continue to build on the progress we have made and work toward an even stronger future together – amplifying the health center movement to expand our reach and make an even greater impact on the health and wellbeing of our communities.



Britta Guerrero
Chief Executive Officer
Sacramento Native American Health Center


Paulo Soares
Chief Executive Officer
Camarena Health

Immediate Past Chair

David B. Vliet, MBA
Chief Executive Officer
LifeLong Medical Care


Rakesh Patel, MD
Chief Executive Officer
Neighborhood Healthcare


David Lontok
Chief Executive Officer
Comprehensive Community Health Centers, Inc.


Andrea Schwab-Galindo
Chief Executive Officer
Tiburcio Vasquez Health Center, Inc.

Vice Speaker

Christy Ward
Chief Executive Officer
Share Our Selves

Members at Large

Melissa Marshall, MD
Chief Executive Officer
CommuniCare Health Centers, Davis Community Clinic

Lucresha Renteria
Executive Director
Mendocino Coast Clinics, Inc.

Asa Satariano
Chief Executive Officer
South of Market Health Center


Doreen Bradshaw
Executive Director
Health Alliance of
Northern California 

Warren J. Brodine
President & CEO
Eisner Health 

Benjamin Flores, MPH
President & CEO
Ampla Health

Naomi Fuchs
Chief Executive Officer
Santa Rosa Community Health 

Alvaro Fuentes
Chief Executive Director
Redwood Community Health Coalition

Jane Garcia
Chief Executive Officer
La Clinica de La Raza, Inc. 

Franklin Gonzalez
Chief Administrative Officer
Via Care Community Health Center

Kerry Hydash
President & CEO
Family HealthCare Network

Julia Liou, MPH
Chief Executive Officer
Asian Health Services

Kevin Mattson
President & CEO
San Ysidro Health

Louise McCarthy
President & CEO
Community Clinic Association of Los Angeles County

Anitha Mullangi, MD
Chief Medical Officer
St. John’s Community Health

Danielle Myers, MD
Director of Health Informatics
Golden Valley Health Centers – Robertson Road

Jonathan Porteus
Chief Executive Officer
WellSpace Health

Tim Rine
Executive Director
North Coast Clinics Network

Corinne Sanchez
President & CEO
El Proyecto del Barrio, Inc

Ralph Silber
Executive Director
Alameda Health Consortium

Graciela Soto-Perez
Chief Executive Officer
Altura Centers for Health

Richard Veloz, MPH, JD
Chief Executive Officer
South Central Family Health Center

2022 Changes and Opportunities

Organizational Restructure

Under CPCA’s new leadership, the organization embarked on an organizational assessment that included internal staff interviews, member input and department-level evaluation. This assessment made it clear that we needed to restructure the way our organization was assembled in order to ensure our work was effective, efficient, and met members’ expectations. As such, CPCA embarked on a phased approach to implementing a new and improved organizational structure. The first phase took place in October of 2022 with the creation of an Operations Department, as well as the addition of Legal Affairs to our Health Center Operations (HCO) Department and the newly named Health Access and Quality Department (formerly the Care Transformation Department).

The Operations Department

The Operations Department was created to optimize CPCA’s member and staff experience and ensure we are all working toward the same goal. Even with the most competitive programs and services, and the most capable people, most organizations do not achieve their potential for greatness without strong operations. Under the leadership of Ginger Smith, CPCA’s Chief Operating Officer, the new dedicated Operations Department focuses on governance modernization, people operations, development of a customer management system, strategic planning, implementation of our hybrid technology initiatives, and membership services.

As part of the creation of this department, Christina Hicks moved into a newly created position of Vice President of Operations and Governance, where she leads and oversees organization-wide initiatives, large-scale change management efforts, and strategic plan implementation, and works to develop and manage key organizational performance metrics. Christina also supports membership engagement and governance activities, as well as overseeing the advancement of the customer management system and CPCA’s Training and Education team – which formerly lived within the Development and External Relations Department.

The Development and External Relations Department

The Development and External Relations Department was also revamped to ensure the team has the appropriate bandwidth to implement the amazing events CPCA is known for, support the organization’s ongoing marketing and communications needs, and grow our already robust development portfolio. Kearsten Shepherd, CPCA’s Vice President of Development and External Relations, oversees these extensive areas of work to ensure the organization can effectively support our members and our collective internal work. The Development and External Relations Department works closely with the Operations Department and under the Chief Operating Officer in supporting the organization.

Integration of Health Center Support

Utilizing the lessons learned from the agile transformation that CPCA and its members had to undertake because of the COVID-19 pandemic, CPCA continues to integrate the work of our policy, education, regulatory, and advocacy teams. CPCA has repositioned its Legal, HCO, and Care Transformation departments to further align our advocacy, education, training, and policy work with the present and future challenges that community health centers will confront to continue to provide high-quality, comprehensive, patient-led, community-based care. The goal is to encourage the continuous loop of collaboration among our departments by supporting and incentivizing cross-departmental, cross-functional, multidisciplinary, and self-organized teams working collectively to ensure health centers can operationalize regulator policies and programs; and that such work informs and supports our advocacy for community health centers and their patients. 

New Health Quality & Access Department (formerly Care Transformation) 

With the rapid growth of value-based programs, CPCA must be positioned to support and advocate for health centers and their patients through this transition. Cindy Keltner, Vice President of Health Access and Quality, leads the new Health Quality and Access Department that will focus on empowering health centers to thrive in the fast-changing health quality, delivery, and payment landscape. This is happening with the support and collaboration of Allie Budenz, Director of Population Health Management, who will focus on the policy implementation of several key Medi-Cal initiatives for health centers, including Alternative Payment Methodology (APM) and California Advancing and Innovating Medi-Cal (CalAIM) initiatives. In addition to these areas of work, CPCA’s robust data initiatives, behavioral health, PCMH, population health, and SDOH work will all live under this team.  

The Department for Legal Affairs and Health Care Operations 

The HCO Department and Legal team will now be combined to leverage the expertise of both to increase our legal capacity; broaden our educational and technical assistance for members as they operationalize the increasingly complex policy demands of regulators and payors; and use the data and information learned through providing such assistance to inform the policy agenda and advocacy of CPCA. In collaboration with the Government Affairs and Health Quality and Access teams, the Legal and HCO team will also advance regulatory priorities of CPCA and its members. General Counsel Joey Cachuela will lead the combined team in partnership with Nataly Diaz, CPCA’s Director of Health Center Operations, who is responsible for advancing programming and technical assistance efforts related to health center operations. This will include topic areas such as workforce, PPS, emergency management, licensing, compliance, and billing, among others. 

gavel and stethoscope

Governance Modernization

This year, the CPCA Board of Directors launched an initiative to modernize and reenergize CPCA’s governance systems with the goal of strengthening member engagement, while also improving the overall effectiveness of our governance model and member participation. The Board appointed a Governance Modernization Technical Advisory Committee (Governance TAC) which was tasked with developing recommended governance modifications for Board consideration. The Governance TAC first explored ways CPCA could maximize and focus member participation and influence and increase opportunities for engagement (while avoiding duplication) by modifying some of our existing member engagement platforms and forums.

After months of work and deliberation among the Governance TAC and Executive Committee, the Board approved the following governance changes that were implemented in the first quarter of 2023:

The Clinicians Committee and the Primary Care Peer Network were combined into the Clinical Task Force, which will convene virtually each month. The monthly clinical calls held on Tuesday afternoons were also absorbed into this new task force. The goal with this modification is to focus and increase participation, which had significantly dropped in the in-person Clinicians Committee. CPCA will also be building on the engagement of CHC physicians and voice their collective policy priorities by supporting the newly created community health center physician practice forum within the California Medical Association house of delegates.

Governance and Finance Committees will now convene virtually and have the flexibility to meet at a time that is not immediately before in-person Board meetings, providing the Board more time to review committee recommendations.

The Special Populations, Agricultural and Rural Committee (SPARC) transitioned into a Peer Network. The goal of this transition is to broaden participation with virtual meetings and issue-specific agendas providing the opportunity for more focused participation based on each member’s particular area of interest.

The Workforce Committee transitioned its work to two existing forums: the Human Resources Peer Network and the Health Professions Education & Training (HPET) group (which transitioned from a Workgroup to a Peer Network).

The Government Programs Committee has been merged with the Legislative Committee to form the newly renamed Legislative & Regulatory Committee, which has jurisdiction over government programs and legislative and regulatory issues.

As modernization efforts continue into 2023, additional governance recommendations may be considered by the Board. CPCA will continue to keep members informed as any governance changes are implemented.

Member Engagement

Connecting Community Health Centers with the tools and resources they need to deliver quality care.

New Membership Team

As part of CPCA’s organizational restructuring, we are putting a larger emphasis on member engagement with the development of a new membership team within our Operations Department. This includes the creation of a new position: the Associate Director of Member Engagement. This position will focus on membership recruitment, retention, and engagement efforts; and will assume responsibility over the Member Ambassador Program, the membership satisfaction survey, internal technical assistance tracking.


Ambassador Program

In 2021, CPCA developed the Ambassador Program to better connect member health centers with consistent, intentional, and comprehensive support through staff connection and technical assistance. This program assigns a CPCA staff member to serve as an ambassador to each health center member throughout the year. Through the program, ambassadors work to connect with their assigned health centers for a formal check-in every six months with the goal of maintaining or improving member satisfaction and ensuring that all members continue to find value in CPCA membership. In 2022, 96 percent of member health centers received an email requesting to schedule a check-in and 24 percent of those health centers responded to the request, scheduling a call or visit.

Through the program, ambassadors work to connect with their assigned health centers for a formal check-in every six months with the goal of maintaining or improving member satisfaction and ensuring that all members continue to find value in CPCA membership. In 2022, 96 percent of member health centers received an email requesting to schedule a check-in and 24 percent of those health centers responded to the request, scheduling a call or visit.

Ambassadors will be reaching out to member organizations for a formal check-in throughout 2023. We look forward to learning more about our members’ accomplishments and how CPCA can better assist them in any challenges they are facing.

Member Satisfaction Survey

CPCA’s annual Membership Satisfaction Survey continues to be a valuable tool in evaluating the effectiveness of our work and engagement of our members. As consistent with our 2021 survey, our members continue to appreciate and remain highly engaged with our educational offerings and peer networks; 87 percent of respondents find CPCA membership to be of a high value and their top reasons for having a CPCA membership are educational offerings, access to member engagement forums, and policy and advocacy. Of note, some individual responses called out that CPCA’s “information is beneficial, up-to-date, and informative” and that the support from CPCA is “excellent.” In addition, respondents shared that This year’s survey has also provided us with member insight into how to improve our training offerings, increase member engagement, and better streamline communications.
person with tablet touching faces drawn on a screen

CPCA's Connected Community Continues to Grow

Connected Community, the members-only online community that provides health center staff a means for connecting with peers across the state, continues to increase in value for members since it launched in 2019.

graphic statistic 38 active communities blue background

There are currently 38 active communities, driven by members and supported by CPCA staff. Within these communities, 109 individual discussion threads were posted in 2022. The most active conversations were regarding Credentialing Software, Patient Satisfaction Scores, Communication Platforms, Medi-Cal CHW, Promoting Staff Well-Being, and Patient Advisory Groups.

graphic statistic 96 resources uploaded blue background

The most utilized feature of Connected Community is the resource library. In 2022, members uploaded 96 resources and more than 1,800 resources were downloaded. The top resource downloaded in 2022 was the California Department of Public Health’s Request for Application to assess and improve adult immunization levels in Community Health Centers.

graphic statistic 1100 engagement tasks completed blue background

More than 1,100 members completed tasks and earned badges during CPCA’s annual engagement contest, “The Road to the Annual Conference” in August. Each badge earned them a chance to win free registration to the 2022 Annual Conference. Vista Community Clinic was awarded this top prize!

graphic statistic 9000 individuals have access blue background

More than 9,000 individuals have access to the Connected Community site. While only a fraction are using this free member benefit, more and more are learning about it each year, getting us closer to our goal of having all health center staff members join this amazing, peer-focused community.

Stay Connected

Encourage your colleagues to turn to CPCA’s Connected Community as their first source for information. Make sure you bookmark the community site – – and watch for Daily Digest emails. Remember, you must be logged in to your CPCA account in order to access the community. If you have any questions regarding Connected Community, please contact

Leadership Equity Program
Cohort 1

The Leadership Equity Program (LEP) was created to prepare the next generation of leaders with the capacity and skills to achieve and sustain health equity and community well-being in communities where community health centers (CHCs) are located, while also addressing racism, discrimination and other forms of oppression that sustain these inequities in Black, Indigenous and Populations of Color (BIPOC), as well as poor communities across California.   

In Spring 2022, the LEP program’s inaugural cohort boasted a culturally diverse collective of professionals representing various CHCs from across the state. The 20 C-suite participants served in a variety of positions including managers, directors, and program leads.

Here are testimonials from Cohort 1 members about their personal and professional journeys:  

“I learned so much about how to connect the dots between patient experience and health outcomes...institutional racism, harmful policies that have limited BIPOC communities from getting to their full potential. The critical importance of walking alongside patients and engaging them in the decisions that impact them in our health centers. Helping them help us to develop interventions that could help us reach audacious goals to close those gaps and to improve health equity for all. It also provided us with practical strategies for building Justice, Equity, Diversity, and Inclusion teams that worked across departments and beyond our health center walls. I learned more about how health centers operate, how we can have a JEDI lens through operations, human resources, finances, the executive teams, HR, and even IT.   There’s just so much more that the program offered that allowed me to see the tremendous opportunity in this California landscape that supports a throughline with equity patient outcomes and health center fiscal health. The most important thing that I found is my connection to my personal “why.” My commitment to this movement, to the community health center movement, is deepened because of this program. Now when I think about equity, the fuel that keeps me going in this line of work is thinking about those children...and those families who deserve to feel safe in their care systems and in their communities. And so now I invite you to nominate someone for the California Primary Care Association Leadership Equity Program. Thank You.”

“Coming into this program, to be honest, I was skeptical. I am a person of color. I was worried that this program was going to be more performative than action based. I decided to go for it, and I am very glad I did.”

The LEP Program covers four primary core curriculum areas:
Leadership Development

The curriculum included core tenets of inclusive and adaptive leadership: examining personal biases, identifying key traits of an effective leader, and understanding the importance of engaging authentically and with purpose in order to drive change and create an organizational culture of inclusion and belonging.

Racial and
Structural Equity

The curriculum included race and structural equity theory and history, current trends and their impact on health care models and delivery, implications of implicit biases and structural racism, and implementation of racial and structural policies and practices that address the impact of racism on health outcomes and promote health equity for CHC patients, populations, and communities.

Health Center Operations

Participants developed leadership skills in human resources, operations, health information technology, and finance and payment reform to advance innovation and person-centered, value-based, and population-based approaches to care delivery centered on the principles of justice, equity, diversity, and inclusion. 


Participants developed a capstone project that addressed their unique organizational and community needs and leadership goals. Participants applied their learning and understanding of data, policies, and community voice for leadership decision-making and built a balanced strategy to address equity and advance well-being within their surrounding communities.


After more than a decade of negotiations and implementation happening in fits and starts, the APM entered a new phase of operationalization.

In 2022, the effort to develop an alternative payment methodology (APM) for federally qualified health centers (FQHCs) continued in earnest with the Department of Health Care Services (DHCS).

A two-part application process initiated in Fall 2022, and the first round of APM health centers will be announced in March 2023 with a go-live date scheduled for January 1, 2024. Part of the impetus for the APM is California’s commitment to a redesigned Medi-Cal program that offers the more than 14 million beneficiaries more equitable, coordinated, and person-centered care.

The California Advancing and Innovating Medi-Cal (CalAIM) initiative moves Medi-Cal toward a population health approach that prioritizes prevention and whole person care. California’s community health centers share in CalAIM’s vision, but they need more resources and tools to accomplish it. Health centers often lament the inflexibility of the existing payment system to incentivize the types of non-traditional care management that patients need and expect. If California wishes to deliver on the promises of CalAIM – greater access to comprehensive, whole person care, enhanced quality outcomes, and reduced disparities – then its payment policies must prioritize primary care and ensure reimbursement covers the full breadth and depth of non-traditional services needed to comprehensively care for patients.

This is where the APM comes in. The APM is a voluntary payment program for FQHCs that is intended to drive innovation by providing flexibility in how care is delivered while ensuring that the health center will receive the financial resources, they otherwise would have received under the current Prospective Payment System (PPS). Participating health centers will receive a PPS equivalent per member per month (PMPM) payment paid prospectively based on their historic utilization. This will allow FQHCs to shift up to 30 percent of their patient encounters away from traditionally billable providers to alternative care team members and interactions (like group visits or care management), while still receiving 100 percent of their capitated rate. If health centers go over their historic utilization, they will be made whole to PPS, no matter what. For many FQHCs the flexibility afforded in the new model will help to stabilize cash flow and position FQHCs for more innovative care delivery models.

DHCS will require that health centers maintain access and quality expectations and clinics will be required to report on specific measures through their managed care plans. Annual reconciliation will also be determined by counting PPS-eligible encounters submitted to Medi-Cal Managed Care (MCMC) Plans. To ensure health center reconciliation is accurate and health centers are protected, DHCS and their actuaries are evaluating health center MCMC Plan encounters and State wrap payment alignment through a data matching exercise. The results of this matching will be weighed as one criterion for acceptance in the APM.


CPCA continues to negotiate the APM structure with DHCS to finalize a design that is practical and sustainable for FQHCs. Our most important priority is ensuring that health centers in the APM have a fair opportunity to undergo a change in scope process that reflects the care transformation activities necessary for population health management. To accomplish what DHCS is asking primary care providers to do in the APM and the Population Health Management Strategy1, clinics will need to have a different and robust care team and provide access to services in a new way than they would in a traditional volume-based model. This change from volume to value requires sustained investment in primary care that will achieve cost savings in other parts of the delivery system (like hospitals and specialty care) in years to come. The mechanism for health centers to true-up reimbursement to cost is through a change in scope. Health centers should have confidence that alternative services and staff will be allowed in the cost report and that they can reasonably access a triggering event to update their rate.

CPCA and the regional consortia are actively working with health centers on APM readiness assessments and preparedness activities. Regional consortia play a critical role in local APM readiness, especially in connecting early and often with payers to discuss payment flow (especially in delegated environments) and operationalization. For FQHCs interested in the APM, visit for tools and supports, including:

  • Value-based Care course on the CPCA Learning Management System: This self-paced online training is available to all health centers free of charge until April 2023
  • Financial readiness workbook: Supports health centers to articulate their rates, member months, and calculate the APM PMPM rate.
  • Recorded trainings on APM overview, care redesign, finance and operations, and cultural leadership: These trainings are from Cohort 0 – a group of 16 health centers who piloted training and technical assistance needs for APM. These clinics received up to 16 hours of free, individualized technical assistance with subject matter experts.

Meeting the Moment

five diverse children of different races and genders in brightly colored clothes standing in a circle with their arms around each other and looking down at camera

Moving Toward a Healthy Horizon

​As the pandemic has highlighted, community health centers (CHCs) are uniquely positioned to address health disparities because they are rooted in the communities they serve and are a trusted source of care for anyone who walks through their doors. This year, CPCA honored and championed the cause of “healthcare for all”, something that is even more important in the wake of COVID-19.

We continued to focus our efforts on responding to and preparing for emergencies as well as developing a skilled and diverse workforce. We also continued our work in the domains of behavioral health and social determinants of health, and new partnerships will allow us to furthur our goal of moving toward a healthy horizon for all Californians.

Public Health Emergencies

against a background of smoky air, mountain, and grassland, image of sign saying "Today's Fire Danger" with graph labeled low, moderate, high, and extreme. The arrow points to extreme.

CHCs Remain Key Partners in Emergency Preparedness, Response and Recovery

California community health centers (CHCs) continued to be impacted this year by climate-related, public health and natural disaster emergencies, in addition to the ongoing COVID-19 pandemic and a surge in respiratory illnesses in late 2022.

The California Primary Care Association (CPCA) is committed to supporting CHCs’ emergency management programs by ensuring they have the necessary resources, regulatory flexibility, and representation on state agency and stakeholder groups to continue providing care to their patients and communities. Included below are the activities CPCA engaged in 2022 to position CHCs as key partners in statewide emergency preparedness, response, and recovery strategies.

Public Health Emergencies

CPCA Member Engagement & Support
The end of 2022 saw an increase in the spread of Respiratory Syncytial Virus (RSV), Influenza (Flu), and COVID-19, causing the Center for Disease Control and Prevention (CDC) to issue a Health Advisory warning that the spread of multiple infections could place stress on health care systems through winter. As part of a proactive response strategy, CPCA reached out to CHCs and consortia partners to better understand the challenges they were experiencing on the ground and to provide updates and resources to improve their readiness to respond to a surge of patients at their sites.

CPCA engaged state, federal, and disaster relief partners to relay what was learned and ensure CHCs had the resources to support their communities. CPCA worked alongside the California Department of Public Health (CDPH) to present during CPCA’s Monthly Clinical Update Meeting on December 13, provide updates on the State’s response to the surge in respiratory illnesses, and share available resources to support CHC operations and patients, as well as listen to members’ experiences and needs and answer questions.

State Engagement to Influence Resource Allocation & PHE Extension
Informed by member feedback, CPCA met with CDPH leadership to position CHCs as key partners in the state’s response strategy and followed up with a formal letter outlining recommended strategies to support health centers. This included resource prioritization and extending the Public Health Emergency (PHE) that provides waiver flexibilities essential to increase CHC medical surge response capacity. Anticipating the potential of additional surges in RSV, Flu, and COVID-19 after 2022 holiday gatherings and travel, CPCA continued to engage with members to assess challenges and needs and advocate on behalf of CHCs to CDPH as needed.

Climate-Related Emergencies

CPCA Member Engagement & Support
Multiple Emergency Declarations were issued by Governor Newsom during this year’s wildfire season. California’s ongoing climate crisis led to a historic heat wave with record-breaking temperatures, major wildfires, poor air quality, and threats of widespread power outages throughout the state. CPCA, in partnership with consortia partners, reached out to CHCs in fire-impacted regions to learn how they, their staff, and their communities were impacted. In Northern California, evacuation orders affected both CHC sites and staff members’ homes. Even when staff were able to return safely, some sites remained closed due to loss of power. In Southern California, bad air quality forced some CHCs to reschedule patients and send staff home.

Despite the challenge of facing multiple climate-related disasters, CHCs continued to meet the moment and upheld their mission to provide care to their communities. CHCs in fire-impacted regions alerted staff and were prepared to handle displaced patients who needed prescription refills while others leveraged telehealth capabilities to continue providing care to their patients. CPCA continued to support CHCs by providing resources to assist in managing, responding to, and recovering from emergency incidents and connected impacted CHCs with emergency relief partners who could provide additional support and resources.

State Engagement to Influence Wildfire Insurance Regulations
Recognizing the growing concern among members regarding insurer-initiated non-renewals and increased premiums of commercial property insurance due to perceived wildfire risk, CPCA submitted written comment to the Department of Insurance (DOI) on the California Insurance Commissioner’s proposed wildfire insurance regulation. We are excited to share that the concerns regarding financial sustainability and continued access to care we raised during open comment were successfully addressed in the final language of the regulation, which went into effect on October 17, 2022. CPCA, in partnership with regional consortia, also met with the Commissioner’s staff and led a discussion regarding concerns of the long-term implications non-renewals would have on access to care for CHC patients, shared feedback on opportunities to improve the California FAIR Plan, and discussed how we can be a partner with DOI and the Commissioner’s office on activities to ensure equitable and sustainable access to wildfire insurance in California. CPCA staff compiled a resource library to support facility hardening and mitigation efforts and is working to develop training and technical assistance on the wildfire insurance enacted regulation.

Natural Disasters

Like an earthquake itself, its impact on CHC operations is unpredictable. Humboldt County experienced a 4.6 earthquake in December that left over 71,000 people without power, caused damage to roads, bridges, and homes, and prompted Governor Newsom to proclaim a State of Emergency. Multiple CHC sites were forced to remain closed until power was restored and suffered minor damage to office items but remained structurally stable. CPCA reached out to consortia partners and CHCs in the impacted area to offer resources and support, and to remind them of additional support available to them through our emergency relief partners.

Emergency Management Programmatic Support

While emergency incidents can happen without warning, there are steps CHCs can take to prepare for, mitigate the impact from, and respond appropriately to such events. CPCA held multiple training opportunities, including the annual Emergency Preparedness Symposium and Emergency Management Peer Network (previously Clinic Emergency Preparedness Peer Network) meetings, that showcased training sessions by CHC peers and other subject matter experts on topics such as: challenges experienced during summer wildfires followed by heavy winter snow; wellness at work for healthcare workers; the Centers for Medicare & Medicaid Services’ Emergency Preparedness Rule surveys; preparing for and responding during an active shooter situation; mitigating cybersecurity threats; how to operationalize a CMS compliant emergency preparedness program; the importance of partnership agreements and healthcare coalitions; and simple, cost-effective actions staff can implement to retrofit their sites and increase safety during an earthquake. 

CPCA also developed educational materials, operational tools, and other resources to support, improve, and strengthen CHC emergency management. In collaboration with consulting partners, an expert review and update of existing resources – the Continuity of Operations Plan toolkit, Crisis Communications Plan template, and Emergency Operations Plan template – was completed in addition to the development of a Backup Power Resiliency Plan template and a Hospital Incident Command System webcast series, all of which are available on CPCA’s Online Store or OnDemand Library.

Partnerships Building Climate-Resilient Communities

2022 saw CPCA expanding its work in the areas of environmental health, climate change, and health center sustainability. 

As part of CPCA’s commitment to this issue, and the broader issue of sustainability and continuity of operations, we have developed a partnership with Collective Energy Company, a social and mission-driven business focused on helping CHCs access cleaner, more affordable, and more reliable power through education, design, installation, and financing of projects. 

CPCA’s Amanda Carbajal, Associate Director of Health Center Operations, serves on the Advisory Board of Collective Energy to represent CHCs across California. CPCA also partners with Collective Energy on educational sessions and disseminating information and funding opportunities to members when they become available. This collaboration further strengthens CPCA’s commitment to sustainability, climate change, environmental justice, health center operations, and long-term financials. 

We also partner with these disaster relief organizations, connecting them with CHCs who need crucial relief and direct assistance:

  • Direct Relief is an international humanitarian aid organization with a mission to improve the health and lives of people affected by poverty or emergencies. Assistance is free and is targeted to help safety net providers prepare for and respond to emergencies, including incident-specific supplies, medical products, prescription pharmaceuticals, over-the-counter items, and funding opportunities. 
  • Americares is a health-focused relief and development organization that saves lives and improves health for people affected by poverty or disaster. It supports a network of more than 4,000 health centers worldwide with health programs, medicine, and medical supplies. Additionally, grants are available to CHCs who need supplies or support that are not available in Americare’s warehouse. 

If you would like additional information or have questions about CPCA’s Emergency Management programmatic, advocacy, and regulatory efforts, please reach out to our Emergency Management team:

Ivan Prado, Program Coordinator of Health Center Operations and Emergency Management:

Amanda Carbajal, Associate Director of Health Center Operations:


diverse group of health care professionals, including different ages, gender and race

The California Primary Care Association (CPCA) is committed to growing and diversifying the health care workforce, inclusive of the variety of disciplines and professional levels.

Our cross-department and cross-disciplinary team of staff worked on several different initiatives and projects to ensure that community health centers (CHCs) were well represented and had access to a variety of resources that met their needs.

This work includes both policy and programmatic efforts and spans the range of workforce development activities – from health professions education and training to recruitment and retention.

Recruitment and Retention

Supporting CHC Implementation of Clinic Workforce Retention Payments
CPCA is working closely with clinics and partners on the implementation of the Clinic Workforce Stabilization Retention Payments (CWSRP). We hosted three educational meetings for clinics and created a FAQ and communication toolkit for health centers. CPCA also met with the Department of Health Care Services (DHCS) several times over the past four months to provide answers to critical program questions posed by CHCs. We continue to deliver direct technical assistance to health centers via email and phone calls. Our collective efforts showed positive results: Approximately 250 clinic organizations successfully registered by the December 28th deadline. We were pleased with the results and the training and technical assistance our team has provided. Contact Nataly Diaz, Director of Health Center Operations, at with questions.

Influencing Grant Distribution for Dental Student Rotations
CPCA is working with the California Dental Association (CDA) Foundation on a Dental Student Grant Advisory Committee to influence the dissemination of $10 million to create new and enhanced community-based dental student rotations. This funding can enhance the dental student rotation capacity of CHCs and leverage these student rotations as a workforce recruitment strategy. These funds are the result of a one-time investment in the 2022-23 state budget. Through our participation on the advisory committee, CPCA successfully educated committee members and state regulators on how health centers are uniquely positioned to be prime candidates for this grant opportunity given the communities they serve and their Health Professional Shortage Area designation. As a result, the California State Dental Director of the California Department of Public Health (CDPH) Office of Oral Health (OOH), reached out to CPCA staff to strategize and partner on recruitment efforts of health center dental program applicants. CPCA is excited to continue partnering with the CDA Foundation and the State Dental Director on outreach efforts to ensure the grant funding is allocated to health centers. Grant applications are expected to open mid-2023. If you would like to learn more about the funding opportunity, contact Associate Director of Health Center Operations, Amanda Carbajal, at

Collecting Data to Inform Workforce Policy & Programming Decisions
Each year, CPCA conducts an annual compensation and benefits survey and produces a report to provide unique data that allows clinics to benchmark compensation and benefits offerings against other health care employers, including hospitals. The 2022 Compensation & Benefits Survey was enhanced to capture greater insights on inflation implications on compensation and provide recruitment and retention data to support CHCs with competing in the current labor market. The data captured through CPCA’s 2022 Compensation & Benefits Survey is reflective of compensation data from 30,084 employees that work for CHCs throughout California. The full results are comprised of three connected reports and access to an online compensation customization tool. All four resources were made available to participating clinics and a copy of the statewide results is available for purchase through the CPCA store. Contact Isa Iñiguez, Associate Director of Workforce Development and Special Populations, at with questions.

Providing Training to Promote Dental Assistant Retention
At the height of the COVID-19 pandemic, many health centers lost their dental assistants as dental services were shut down or significantly reduced. Recognizing the growing need to provide health centers with strategies to expand their dental care team recruitment and retention efforts, CPCA hosted a webinar in May, in partnership with the National Network for Oral Health Access (NNOHA), on Recruiting Dental Assistants: Best Practices and Considerations. The training kicked off with CPCA’s Associate Director of Workforce Development and Special Populations, Isa Iñiguez, highlighting how to leverage results from CPCA’s annual Workforce Development Survey to identify recruiting and retaining incentives for dental assistants. Next, subject matter experts from NNOAH walked attendees through findings from NNOHA’s 2021 workforce survey, including an overview of the health center dental assistant national landscape as well as recruitment and retention recommendations and career ladder opportunities that health center dental programs can implement at their organization. This training was recorded and can be accessed through CPCA’s on-demand library, or you can contact CPCA’s Oral Health lead, Amanda Carbajal, at and CPCA’s Associate Director of Workforce Development and Special Populations, Isa Iñiguez, at for more information.

Convening CHCs and Experts on Strategic Workforce Planning
CPCA convened the second virtual cohort of our Strategic Workforce Planning (SWP) program in the CPCA Online Training Portal. The curriculum, based on the Human Capital Institute’s eight-step strategic planning model, was further refined by stakeholder interviews with health center leaders and iterative design based on feedback from the first cohort. Twenty-eight health centers registered for the program, which was delivered virtually in four phases. At the end of the course, several health centers submitted fully formed strategic workforce plans for their organization and were awarded certificates of completion. This work furthers CPCA’s commitment to developing the health center workforce and fulfills the Health Resources and Services Administration’s goal of having health centers develop comprehensive workforce plans. Applications for a third cohort will open in Spring 2023. Contact Kokaale Amissah-Aidoo, Assistant Director of Education and Training, at with questions.

Health Professions Education & Training

Expanding Access to Clinical Social Workers and Marriage & Family Therapists
CPCA is committed to expanding access to and increasing health professions education and training efforts for behavioral health providers in health centers. Please check out the Behavioral Health section for more information on our efforts around behavioral health workforce, including SB 966 implementation and a resource for field training partnerships.

Advocating for Funding of Nurse Practitioner and Physician Assistant Postgraduate Training
CPCA, alongside our affiliate, CaliforniaHealth+ Advocates, championed new state investments in nurse practitioner (NP) and physician assistant(PA) postgraduate training, which were secured through the budget process and AB 204. CPCA is now working with the Department of Health Care Access and Information (HCAI) on implementation. CPCA will engage existing NP and PA postgraduate programs in CHCs to obtain their feedback and shape discussions with HCAI on the application, which is expected to be released between July and August 2023. Contact Nataly Diaz, Director of Health Center Operations, at with questions.

Shaping Workforce Development Discussions with State Entities
The California Budget for 2021-22 included a historic $4.4 billion investment and five-year plan to transform the behavioral health system for children and youth. As part of that funding and plan, HCAI received $360 million to design and build a new behavioral health workforce of wellness coaches. Please see the Behavioral Health section for more on the new Wellness Coach designation.

HCAI convenes the California Health Workforce Education and Training Council that is responsible for helping to coordinate California’s health workforce education and training initiatives. CPCA has been an active partner with HCAI during these meetings by providing public comment based on feedback collected from health centers. CPCA also played a role in supporting two appointments of health center leaders on the council which is composed of 18 members who, together, represent various graduate medical education and training programs and health professions, including specialties for primary care and behavioral health, and consumer representatives.

Additionally, CPCA has been working with HCAI to help influence their work in creating a certification program and training curriculum for community health workers (CHWs). More specifically, CPCA provided feedback to HCAI in a one-on-one interview as part of HCAI’s stakeholder interview process. This created an opportunity for CPCA to educate HCAI on ways that CHWs have been helping patients at CHCs for years.

CPCA was also appointed to and an active participant in the DHCS CHW advisory workgroup that helped to create the State Plan Amendment (SPA) that added CHWs as a Medi-Cal reimbursable service. CPCA worked to ensure that services CHWs provide today at CHCs were included in the final SPA. We are happy to report that, through our advocacy efforts, we were successful in adding CHW services conducted at CHCs. We were also successful in influencing the educational requirements to ensure CHWs have lived experience and stay true to their roots in representing the communities they are serving while making certification requirements less stringent. CPCA continues to work with the California Pan-Ethnic Health Network and other partners to influence the implementation of this benefit. To learn more about the CHW benefit and how it impacts CHCs, including FQHCs, please see the FAQs that CPCA drafted or contact Liz Oseguera, Assistant Director of Policy, at

Partnering to Offer Comprehensive Behavioral Health Training for Primary Care Providers
CPCA has continued to partner with the University of California, Irvine School of Medicine that offers the Train New Trainers Primary Care Psychiatry (TNT PCP) Fellowship and Train New Trainers Primary Care – Training and Education in Addiction Medicine (PC-TEAM), a new program starting March 2023. TNT PCP is a year-long clinical education program for primary care-oriented trainees and providers who wish to receive advanced training in primary care psychiatry. PC-TEAM is a one-year fellowship comprising innovative and targeted training to optimize the treatment of substance use disorders.

Thanks to advocacy efforts, which CPCA has been a partner in, HCAI offers scholarships for providers that work at qualifying sites like Federally Qualified Health Centers and Look-A-Likes to participate in both training programs. The next application cycle for TNT PCP will be in April 2023 and the application cycle for PC-TEAM closed in January 2023.

Sharing Promising Practices for Health Professions Education and Training
CPCA created two promising practices and three program highlights that showcase innovative opportunities for CHCs to “grow their own” workforce and build strategic partnerships. The two promising practice resources focused on preceptor training and affiliation agreements developed through in-depth interviewing and feedback from CHCs across California. The three programs highlighted include innovative dental assistant and behavioral health programs that CHCs have developed as a result of the workforce shortages. These resources are free and available on the CPCA store. For questions, contact Araceli Valencia, Program Coordinator of Health Professions Education, at

Health Quality & Access

black family sitting on a couch with the father smiling at the mother holding the child while a white woman observes

As value-based programs continue to grow rapidly, CPCA saw the need for support and advocacy for health centers and their patients.

The new Health Quality and Access Department focuses on empowering health centers to thrive in the fast-changing health quality, delivery, and payment landscape.

Included under the new Health Quality and Access banner are CPCA’s initiatives in the spheres of behavioral health, population health, and social determinants of health (SDOH).

Social Determinants of Health
young female student with brown hair and a white shirt holding a pepper plant and smiling

Health outcomes of populations are more often determined by social factors than by medical care. According to Healthy People 2030, social determinants of health (SDOH) are the conditions in the environments where people are born, live, learn, work, play, worship, and age that affect a wide range of health, functioning, and quality-of-life outcomes and risks; and while the estimated impact of clinical care on health outcomes is 20 percent, SDOH can affect as much as 50 percent, making it a huge focus for overall population health.

Community health centers (CHCs) have a history of, and commitment to, addressing community health needs and have a unique opportunity to delve into assessing and understanding the root causes of poor health such as education, poverty, housing, violence, and other SDOH issues. Strong partnerships across sectors help engage key stakeholders and pool efforts and resources to address SDOH. 

CPCA is committed to helping CHCs address the SDOH affecting patients. This past year, we assisted CHCs in understanding the screening tools available, collecting patient-level data with the necessary workflows, building partnerships, and understanding the resources in their community through the following:

California Social Health Network
CPCA met with individual members of the SDOH statewide convenings to revise the network’s name, mission, and vision to best meet the goals of cross-sectoral collaborators. The newly named California Social Health Network (CSHN) met in May and November of 2022 to uplift shared goals and interests in SDOH advocacy and data collection. In October 2022, CPCA created a poster highlighting the origins and emerging partnerships of the CSHN to a national audience at The Root Cause Coalition’s 2022 National Summit, held in Minneapolis, Minnesota.

Z Codes
To support the CalAIM Population Health Management initiative and overcome challenges of collecting SDOH data, the California Department of Health Care Services (DHCS) issued a list of 25 priority SDOH codes (Z codes) for managed care plans and providers to use when coding for SDOH. CPCA, in partnership with Blue Shield of California and various electronic health records (EHR) vendors, worked to increase the utilization of Z codes for tracking SDOH at California CHCs. As part of this endeavor, CPCA staff ensured EHR vendors were integrating Z codes with existing SDOH screening, capturing the 25 priority codes within their systems, and providing access to and guidance for CHC users.

SDOH Screening Learning Cohort
The SDOH screening learning cohorts were a series of webinar offerings aimed toward engaging stakeholders in the Protocol for Responding to & Assessing Patients’ Assets, Risks & Experiences (PRAPARE). PRAPARE presentations focused on training CHC staff in the basics of SDOH data collection using PRAPARE, gathering feedback, and identifying project champions. CPCA connected CHC staff to regional resources as well as provided a shared learning environment for staff. Participant feedback and analysis of engagement and the learning cohort led to a revision of the learning structure to create webcasts in an interactive online platform. This revision allowed for ease of access, a wider audience, and flexible engagement for users on their schedule. In 2022, small group discussions on lessons learned aligned with the PRAPARE toolkit were facilitated by CPCA and CHC staff in the SDOH Peer Network, a peer learning space committed to supporting CHCs to learn from each other on how they have been developing SDOH components into clinical workflows and work environments.

Behavioral Health
South asian man in pink shirt and south asian woman in yellow shirt sitting with eyes closed

The burden of untreated behavioral health conditions, which includes mental health and substance use disorders (SUD), continues to be a major public health problem and a delivery system challenge. In 2022, CPCA remained committed to helping community health centers meet the increasing demand for behavioral health care by providing training and technical assistance, as well as engaging in advocacy and forging partnerships that accelerate behavioral health care improvement and integration through policy and practice change.

Behavioral Health Workforce
The COVID-19 pandemic and recovery highlighted the lack of an available behavioral health workforce, especially one that is representative of the populations served at community health centers. CPCA has prioritized our efforts to expand the behavioral health workforce in community health centers with the successful passage of SB 966, which will allow patients to be treated by Associate Clinical Social Workers (ASWs) and Associate Marriage & Family Therapists (AMFTs).

The bill also implements a permanent billing and Prospective Payment System policy for ASWs and AMFTs. CPCA confirmed with the Department of Health Care Services (DHCS) that a Change in Scope-Of-Service Request will not be required to begin billing and using these providers. We continue to work with DHCS on how to implement the SB 966 policy after the declared federal COVID-19 Public Health Emergency ends. We also regularly update CPCA’s FAQ with the latest guidance. CPCA also published a with the California Social Work Education Center, which outlines everything a health center needs to know when developing or enhancing field training and internship partnerships with accredited Master of Social Work (MSW) programs. Offering training to MSW students within a health center will: 1) expand the number of MSWs trained to practice in health centers, 2) create a sustainable retention and workforce development pipeline for clinical social workers within health centers, and 3) broaden and enhance the quality of care that health centers are able to provide. You can download the report, titled Developing MSW Field Education Partnerships: A Guide for Community Health Centers, for free at CPCA’s store. If you have any questions, contact Peter Dy, Associate Director of Care Transformation, at Children and Youth Behavioral Health Initiative The Children and Youth Behavioral Health Initiative (CYBHI) was announced in July 2021 with a $4.4 billion investment to enhance, expand, and redesign the systems that support behavioral health for children and youth. In August 2022, Governor Newsom announced California’s Master Plan for Kids’ Mental Health, an integrated multi-year effort uniting historic investments across disciplines to more holistically serve the state’s diverse children and families. In 2023 and 2024, we look forward to working with the Department of Health Care Services (DHCS) to expand access and quality of behavioral health services, through CYBHI. This includes launching dyadic services – an enhanced Medi-Cal benefit that offers preventative behavioral health services to young people and their caregivers. CPCA assessed health centers to identify current capacity and technical assistance needs. As part of that funding and plan, the Department of Health Care Access and Information (HCAI) received $360 million to expand the behavioral health workforce through the new Wellness Coach designation The Wellness Coach Workforce is designed to increase overall capacity to support growing youth behavioral health needs, build a diverse behavioral health workforce with lived experience, and fill some of the workforce gaps that exist today, especially given that there are few existing behavioral health roles that require one to four years of education. CPCA has been integrally involved in the development of the Wellness Coach Workforce by participating in stakeholder interviews and workshops. Training of wellness coaches is expected to begin in 2024 with coaches in the field in 2025. We anticipate more funding and initiatives from HCAI to expand the behavioral health workforce, like grants to expand the culturally and linguistically competent behavioral health workforce. We also anticipate the 2024 launch of the State’s behavioral health virtual services platform, which will provide virtual behavioral health services and educational content to all California children, youth, and families, regardless of payer. CPCA actively participates in this important initiative. Behavioral Health Integration Efforts CPCA staff are committed to supporting systemic and site-specific integration of primary and behavioral health at community health centers through policy change, training, and technical assistance. In 2022, CPCA staff were among other California-based experts in behavioral health integration implementation, care delivery, quality measurement, and policy to participate in the National Committee for Quality Assurance’s Delphi Panel for Behavioral Health Integration. The key objective of this project is to develop consensus, aligned across levels of the delivery system, on priority quality measures and concepts in the context of behavioral health integration in primary care settings by employing the modified Delphi panel method and the Behavioral Health Quality Framework. CPCA continued to collaborate with colleagues across seven statewide associations to participate on the Delta Center California’s State Policy & Partnership Roundtable. Delta Center California is a 2.5-year initiative supported by the California Health Care Foundation and the Robert Wood Johnson Foundation that brings together behavioral health and primary care leaders to accelerate care improvement and integration through policy and practice change. CPCA staff also serve on Delta Center’s Advisory Group and Co-Design Team for local learning labs. Additionally, CPCA continues to track the statewide adoption of Certified Community Behavioral Health Clinics (CCBHC). In the past two years, 24 organizations in California were awarded CCBHC grants from the Substance Abuse and Mental Health Services Administration (SAMHSA). For the state’s dual FQHC/CCBHCs, this designation is a means to offer expanded mental health and substance use disorder services typically not included in their FQHC scope. The carve out of specialty mental health and SUD from managed care continues to be a financial and operational challenge for dual FQHC/CCBHCs. President Biden signed the Bipartisan Safer Communities Act on June 26, 2022, which includes $8.6 billion to be made available over 10 years to expand CCBHCs. The legislation calls for 10 states to be added to the CCBHC Demonstration Program every two years. In 2022, DHCS did not apply for a state demonstration, which would require the State to create a license/certification and payment methodology for CCBHCs. CPCA members currently participating in SAMHSA’s CCBHC Program:
  • Chinatown Service Center
  • HealthRight360
  • Hill Country Community Clinic
  • JWCH Institute
  • Mission City Community Network
  • San Ysidro Health
  • Santa Barbara Neighborhood Clinics
  • School Health Clinics of Santa Clara County
  • South Central Family Health Centers
  • Tarzana Treatment Centers
  • Wellspace Health


group of seven people of diverse gender, size, and race in brightly colored shirts standing with their backs to the camera and their arms around the people next to them

California Endowment Continues Support of CPCA and Regional Consortia Collaboration

In 2022, CPCA and the Regional Associations of California (RAC) were invited to apply for funding from The California Endowment to strengthen the longstanding partnership between our organizations in support of California’s community health centers (CHCs).

CPCA worked with the RAC, as well as the Southside Coalition, Planned Parenthood, and the California Rural Indian Health Board to develop a proposal that support our respective organizations over the next five years.

The California Endowment Board approved our funding proposal last summer with work beginning in October of 2022 and going through September of 2027. The grant to CPCA will provide ongoing support for policy, advocacy, and workforce efforts, along with the Alternative Payment Methodology (APM) work and community engagement by all organizations. The total funding amount for the proposal is $13 million over five years, with CPCA serving as the fiscal agent, and funds being distributed to the 16 consortia according to their individual grant agreements.

Population Health Management Initiative

Kaiser Permanente has partnered with the State of California and CHCs to develop population health management (PHM) solutions to meet the needs of the Medi-Cal population.

The goals of the program are:

Think Boldly:
To transform care for Medi-Cal enrollees, eliminate health disparities, improve outcomes and move interventions upstream


Integrate Initiatives:
For synergy between CalAIM, APM 2.0, and encounter data projects


Establish Critical Partnerships:
By leveraging Kaiser Permanente’s skills and experience to support PHM solutions for CHCs


Special focus
to achieve the long view on health and wellness for Californians on Children’s Health, Maternal Health, and Behavioral Health

CPCA has partnered with Kaiser, the State of California, regional consortia based in Kaiser-specified regions, and 32 CHCs to work toward the overall program goals. Over 2022, planning grants were given to CHCs and a total of 38 Plan-Do-Study-Acts (PDSAs) were conducted in 30 CHCs throughout September. CHCs tested the recommended tools and workflows with support from their PDSA Practice Coach. After a comprehensive evaluation process involving subject matter experts from Kaiser Permanente and CHCs, a population health management technology platform was selected for proof-of-concept testing.

Additionally, the PHMI Core Measurement Set was developed and is aligned with the APM 2.0 Pilot, as well as Department of Health Care Services (DHCS) bold goal measures. These PHMI Quality Measures were developed and endorsed by DHCS to fulfill the expectation that the PHMI will prepare CHCs for the APM 2.0 Pilot and CalAIM by improving their population health management capabilities and achieving key Medi-Cal program metrics and outcomes.

PHMI Core Measures Include:


Pediatric Prevention

  • Child Immunization Status
  • Well Child Visits in first 30 months of life

Behavioral Health

Depression Screening & Follow-Up for Adolescents and Adults


Maternity Care

Prenatal & Postpartum Care


Adult Prevention & Management

  • Colorectal Cancer Screening
  • Comprehensive Diabetes Care: HbA1c Poor Control
  • Controlling High Blood Pressure

Training & Techinical Assistance

Assisting health centers in the delivery of culturally appropriate, high quality, primary and preventive health services

statistic against blue background reads 94 training opportunities

In 2022, CPCA continued to provide timely, informative, and high-quality training and technical assistance (T/TA) to the community health centers of California.

Still primarily virtual, CPCA hosted 94 learning opportunities, exclusive of conferences and symposiums, that were attended by nearly 5,000 registrants.
statistic against blue background reads 1348 technical assistance instances

Staff also provided 1,348 instances of phone, email, and in-person technical assistance to members.

Topics T/TA covered in 2022 included workforce, value-based care, data, and social determinants of health, to name a few. CPCA looks forward to returning to in-person trainings as well as offering hybrid learning opportunities in 2023.


CPCA’s 2022 Conferences and Events Were a Great Success!

Each year, CPCA hosts four conferences to provide learning opportunities for our members and a chance to share how California’s health centers are meeting the moment, innovating, and doing incredible work in their communities to achieve the mission of health for all. In addition, we offer issue-specific symposiums to highlight important and emerging issues. Here is a recap of our 2022 conferences and events.

Virtual Events
CPCA continued to host some events virtually in 2022 to comply with local COVID-19 guidelines and keep our attendees safe. These events were hosted in our Online Training Portal
Workforce Symposium

The second annual Virtual Workforce Symposium on January 19-21, hosted over 100 participants! Through six educational sessions, we explored HRSA Workforce Initiatives, Strengthening Compensation through Pay Equity, policy updates impacting the workforce space, and of course the ever-popular attorney-led session on 2022 labor and employment law updates. We are thankful for our sponsors who supported the event and provided additional value to our members through their products and services.

Quality & Technology Conference

Nearly 150 individuals participated in the Virtual Quality & Technology Conference February 24-25. This event featured educational sessions on important topics such as patient engagement, quality assurance, quality improvement, data collection and analytics, and the strategic use of technology at health centers. The conference even included a virtual tradeshow component where attendees were able to attend live exhibitor presentations and schedule one-on-one meetings to learn more about the health center-tailored services and products that our sponsors and exhibitors offer.

Emergency Preparedness Symposium

The virtual Emergency Preparedness Symposium was hosted March 29-31, 2022. This event was an excellent forum for those responsible for emergency preparedness (EP) and response in community health centers to learn best practices, emerging trends, and the latest news and strategies to stay prepared. The theme this year was “diversifying our preparedness,” and educational sessions included an active shooter response training, mitigating cybersecurity threats, and an explanation of EP surveys and compliance with the Center for Medicare and Medicaid Services’ EP rule. The Chair of CPCA’s 2022 Clinic Emergency Preparedness Peer Network provided closing remarks after three days of learning.

In-Person Events

As we emerged from the pandemic and entered a period of recovery, we were excited to be back in person at the following events.

Day at the Capitol

Day at the Capitol, California Health+ Advocates’ signature annual event, was back in person on April 20, with 140 advocates and leaders from across the state convening at the State Capitol to engage in dialogue with legislators and legislative staff about budget and legislative priorities impacting community health centers (CHCs). Day at the Capitol is critical to CaliforniaHealth+ Advocates as a forum in which the voice of CHCs can unite and be heard. Participants attended legislative visits with their respective representatives to emphasize the importance of clinics in the current year’s budget and legislative session, in addition to expressing the vital need for administrative streamlining.

Financial Conference for Billing Managers and Chief Financial Officers

CPCA hosted the 2022 Financial Conference for Billing Managers and CFOs on May 17-20 at the Hyatt Regency La Jolla Aventine in sunny San Diego, CA. Nearly 350 participants convened to learn about topics related to the financial health and growth of health centers. Session topics included how to create a “learning organization” to achieve long-term success, envisioning the future of telehealth, preparing for Alternative Payment Methodology, and more. Attendees also networked with our valued sponsors and exhibitors and played Exhibitor Bingo for an entry to win awesome prizes. We are looking forward to seeing everyone again at our 2023 Financial Conference for Billing Managers and CFOs!

Region IX Clinical Excellence Conference

CPCA and the Western Clinicians Network partner each year to host the Region IX Clinical Excellence and Leadership Conference, which draws a variety of attendees from throughout the region including clinicians, chief medical officers, medical directors, dental directors, executive directors, board members, and state and regional partners. The 2022 conference was held on June 26-28 in Las Vegas, NV at the Green Valley Ranch Resort. Nearly 250 attendees gathered to network and learn about topics important to health center clinical and management teams, such as leadership development and improving overall efficiency and effectiveness in care delivery. Invited speakers from the National Association of Community Health Centers and HRSA presented timely information on the national landscape and updates impacting health centers in Region IX.

The Western Clinicians Network presented its Clinical Excellence Award and announced the changing of the Board of Directors. Immediate past-president Anitha Mullangi, M.D., MHCM, CPE, FAAFP was presented with a certificate of appreciation by incoming Board President Javier Luna, Ph.D, Director of Integrated Health Services at Winters Healthcare.

In addition to the rich content and peer learning sessions, conference attendees had the opportunity to network with their peers, visit with sponsors and exhibitors, and play Exhibitor Bingo during the conference reception. This conference is always a wonderful opportunity to connect with our regional partners and learn from each other!

Annual Conference

CPCA hosted our 2022 Annual Conference, Meeting the Moment: Moving Toward a Healthy Horizon, on October 27-28 in Sacramento, at the SAFE Credit Union Convention Center. Nearly 700 attendees spent two days learning about topics tailored to California’s community health centers and the diverse communities they serve.

CPCA hosted a pre-conference event, Meeting the Moment: Addressing Climate Change Now, to discuss the impact of climate change on the health of underserved communities and the urgent need to address climate change as an environmental justice and health equity issue.The two-day 2022 Annual Conference began the following day with a beautiful and moving land acknowledgment ceremony by members of the Wilton Band of Miwok Indians, followed by a warm welcome by CPCA’s President and CEO, Francisco J Silva.The event offered an array of sessions that focused on educational tracks important to community health centers on topics including Policy and Advocacy, Clinical and Care Innovations, Business Innovations, and Strategic Leadership.

We also honored our Hero and Legacy Awardees for their service and commitment to the mission of community health. Their work to advance our movement is truly inspirational! While honoring our legacy leaders for their outstanding careers, CPCA was also excited to welcome 20 emerging leaders through our new Health Center Scholars program. Scholarship awardees, including current health center medical residents, early career and frontline staff, and students, are aspiring to make an impact in their community through careers at community health centers. CPCA is proud to offer this program that covers the costs of attending our annual conference and provides ongoing peer learning and connection for the Scholars through an online community.

It was an absolute honor to hear from California’s Surgeon General, Dr. Diana Ramos, MD, MPH, MBA, FACOG, who provided important and timely state updates. We look forward to partnering with Dr. Ramos and the state to continue the work of achieving health equity!

Another highlight was hearing from our closing Keynote Speaker, Dr. Esther Choo, Professor of Emergency Medicine at the Center for Policy & Research at Oregon Health & Science University, who spoke of the importance of equity in the workplace. Dr. Choo provided sobering data while also providing examples of how to build a culture of both equity and organizational excellence.

In between educational sessions, attendees visited the “Wellness Spa Oasis” tradeshow to relax, renew, and network with their peers. Our sponsors and exhibitors truly embraced the tradeshow theme and gave away some awesome swag and prizes, in addition to the plethora of prizes that CPCA raffled off as part of the Exhibitor Bingo game!

It was wonderful to see everyone at our 2022 Annual Conference, which was our first in-person conference since 2019. Thank you to everyone who participated!

Join us in 2023!
We are so pleased with the outcome of our 2022 conferences. CPCA and our staff look forward to hosting these events each year as they provide a wonderful opportunity to connect with our members and create a sense of community. We are excited to see you in 2023! Information regarding our 2023 conferences can be found at:


CPCA welcomed three new member organizations in 2022 – AMH Comprehensive Medical Centers dba CareMedCommunity Health Centers, Fresno American Indian Health Project, and The Achievable Foundation. All new member organizations are participating in a comprehensive on-boarding process during their first year of membership to increase their engagement with CPCA and provide a proper introduction to the benefits of their membership.

CPCA strives to be a strong Association, one that is built on staff and member partnership, developed through engaged members giving constructive feedback to staff to make informed decisions about the Association’s priorities. The program creates meaningful, rewarding, and insightful connections that promotes trust, increases the value of a membership, and enhances the member’s experience with CPCA.

Looking ahead to 2023, we look forward to learning more about our members’ accomplishments and how CPCA can better assist members in any challenges they are facing.


Alameda Health Consortium

Aliados Health

California Consortium for Urban Indian Health

Central Valley Health Network

Coalition of Orange County Community Clinics

Community Clinic Association of Los Angeles County

Community Health Association Inland Southern Region

Community Health Partnership

Essential Access Health

Health Alliance of Northern California

Health Center Partners of Southern California

North Coast Clinics Network

Planned Parenthood Affiliates of California

San Francisco Community Clinic Consortium

Southside Coalition of Community Health Centers


Alexander Valley Healthcare 

All for Health, Health for All

Alliance Medical Center, Inc.

AltaMed Health Services Corporation

Altura Centers for Health

American Indian Health & Services

AMH Comprehensive Medical Centers dba CareMed Community Health Centers

Ampla Health

Anderson Valley Health Center, Inc.

APLA Health & Wellness

Arroyo Vista Family Health Center

Asian Americans for Community Involvement

Asian Health Services

Asian Pacific Health Care Venture, Inc

Avenal Community Health Center

Axis Community Health

BAART Community Healthcare

Bartz-Altadonna Community Health Center

Bay Area Community Health

Big Sur Health Center

Borrego Community Health Foundation

Camarena Health

Camino Health Center

Celebrating Life Community Health Center

Center for Comprehensive Care Diagnosis of Inherited Blood Disorders

Central City Community Health Center, Inc.

Central Neighborhood Health Foundation

Chapa-De Indian Health Program


Chinatown Service Center Family Health Clinic

Clinica De Salud Del Valle De Salinas

Clinica Monsenor Oscar A. Romero

Clinica Sierra Vista

Clinicas del Camino Real, Incorporated

CommuniCare Health Centers, Davis Community Clinic

Community Health Centers of the Central Coast, Inc.

Community Health Systems, Inc.

Community Medical Centers, Inc.

Comprehensive Community Health Centers, Inc.

DAP Health

Davis Street Primary Care Clinic

Dientes Community Dental Care

East Valley Community Health Center, Inc.

Eisner Health

El Dorado Community Health Center

El Proyecto del Barrio, Inc.

Elica Health Centers

Families Together of Orange County

Family Health Care Centers of Greater Los Angeles

Family Health Centers of San Diego

Family Health Matters Community Health Center

Family HealthCare Network

Fresno American Indian Health Project

Friends of Family Health Center

Gardner Family Health Network, Inc.

Golden Valley Health Centers

Harbor Community Clinic

Harmony Health Medical Clinic and Family Resource Center

Health and Life Organization, Inc. – Sacramento Community Clinic – Explorer

HealthRIGHT 360 – Integrated Care

Hill Country Community Clinic, Inc.

Hurtt Family Health Clinic – Orange County Rescue

Indian Health Center Of Santa Clara Valley, Inc.

Indian Health Council, Inc.

Inland Behavioral & Health Services, Inc.

Innercare Formerly Clinicas De Salud Del Pueblo, Inc.

Jewish Community Free Clinic

JWCH Institute

Kings Winery Medical Clinic / Greater Fresno Health Organization

La Clinica de La Raza, Inc.

La Maestra Community Health Centers – City Heights

LifeLong Medical Care

Livingston Community Health

Livingstone Community Health Clinic

Long Valley Health Center

Los Angeles Christian Health Centers

Los Angeles LGBT Center

MACT Health Board, Inc.

Marin City Health and Wellness Center

Marin Community Clinic

Mendocino Coast Clinics, Inc.

Mendocino Community Health Clinic, Inc.

Mission City Community Network, Inc.

Mission Neighborhood Health Center

Mountain Valleys Health Centers

Native American Health Center

Neighborhood Healthcare

North East Medical Services

Northeast Community Clinic

Northeast Valley Health Corporation

Northeastern Rural Health Clinics

OLE Health

Omni Family Health

One Community Health

Open Door Community Health Centers

Operation Samahan Health Centers dba OPSAM Health

Parktree Community Health Center – Village

Peach Tree Healthcare

Petaluma Health Center

QueensCare Health Centers

Ravenswood Family Health Network

Redwood Coast Medical Services, Inc.

Redwoods Rural Health Center

Ritter Health Center

ROADS Community Care Clinic 

Saban Community Clinic

SAC Health

Sacramento Native American Health Center

Saint Vincent De Paul Village Family Health Center

Salud Para La Gente

Samuel Dixon Family Health Center

San Benito Health Foundation

San Fernando Community Health Center

San Francisco Community Health Center Formerly Asian and Pacific Islander

San Ysidro Health

Santa Barbara Neighborhood Clinics

Santa Cruz Community Health Centers

Santa Rosa Community Health

School Health Clinics of Santa Clara County

Share Our Selves

Shasta Cascade Health Center

Shasta Community Health Center

Shingletown Medical Center

Sierra Family Medical Clinic

Sonoma Valley Community Health Center

South Central Family Health Center

South of Market Health Center

Southern California Medical Center

Southern Trinity Health Services

St. John’s Community Health

St. Jude Neighborhood Health Center

T.H.E. Health & Wellness Center

Tarzana Treatment Center

Tender Care Community Clinic

The Achievable Foundation

The Children’s Clinic, Serving Children & Families

Tiburcio Vasquez Health Center, Inc.

Tri-State Community Healthcare Center


Unicare Community Health Center

United Health Centers of the San Joaquin Valley, Inc.

Universal Community Health Center

University Muslim Medical Association (UMMA) Community Clinic

Valley Community Healthcare

Valley Health Team, Inc.

Venice Family Clinic

Via Care Community Health Center

Vista Community Clinic

Watts Healthcare Corporation

WellSpace Health

West County Health Centers, Inc.

West Oakland Health Council, Inc.

Western Sierra Medical Clinic – Grass Valley

Westside Family Health Center

White Memorial Community Health Center

Wilmington Community Clinic

Winters Healthcare Foundation


Carl Coan
Irma Cota
Susan Fleischman, MD
Harry Foster
Cathy Frey, MHA 

Naomi Fuchs
Jose Joel Garcia, JD
C. Dean Germano
John Gressman
Nik Gupta

Ray Hamby
Mike Kirkpatrick
Marty Lynch
Tracy Ream
Gladys Sandlin

Stephen Schilling
Ralph Silber
Mike Sullivan
Sophie Wong

Peer Networks

CPCA understands the power of peer-to-peer learning, which is why we offered 23 different peer networks in 2022 for members to connect with peers who work in health centers throughout the state. These peer networks provide an opportunity to exchange valuable information, share best practices and templates, and provide feedback on state association activities, policies, and training programs.

340B Peer Network

Behavioral Health Peer Network

Billing Managers Peer Network

Chief Executive Officer (CEO) Peer Network

Chief Financial Officer (CFO) Peer Network

Compliance Officer Peer Network (COPN)

Consortia Policy Group (CPG)

Dental Directors Peer Network

Emergency Management Peer Network

Health Information Technology Peer Network

Health Professions Education & Training (HPET) Peer Network

HIV Prevention Peer Network

Human Resources Peer Network

Immigration Peer Network

IPA/Clinically Integrated Networks Peer Network

Justice, Equity, Diversity and Inclusion (JEDI) Peer Network

Marketing & Development Peer Network

Outreach & Enrollment Peer Network

Primary Care Peer Network

Public Affairs Peer Network

Residency Peer Network

Social Determinants of Health Peer Network

Statewide Quality Improvement Committee (SQIC) Peer Network


Executive Leadership

Francisco Silva
President & Chief Executive Officer

Robert Beaudry
Executive Vice President & Chief Strategy Officer

Val Gotingco Sheehan
Senior Vice President & Chief Program Officer

Andie Martinez Patterson
Senior Vice President of Strategy, Integraion and System Impact

Dr. Michael Witte
Vice President & Chief Medical Officer

Leadership Equity

Buddy Orange
Senior Vice President of Justice, Equity, Diversity & Inclusion

Lizbeth Bayardo Cardenas
Assistant Director of Leadership Equity

Health Access & Quality

Cynthia Keltner
Vice President of Health Access & Quality

Allie Budenz
Director of Population Health Management

Takhmina Amin-Rahbar
Associate Director of Data Science

Peter Dy
Associate Director of Care Transformation

Yarin Gomez
Senior Program Coordinator of Care Transformation

Jeanita Harris
Associate Director of Data Science

Charlotte Labbe
Senior Administrative Coordinator

Deirdre McCallin
Director of Health Information Technology

Ekeoma Nwadibia
Senior Coordinator of Quality Improvement

Lucy Saenz
Deputy Director of Data Informatics

Jesus Torres
Program Coordinator of Data Science

Development & External Relations

Kearsten Shepherd
Vice President of Development & External Relations

Kokaale Amissah-Aidoo
Deputy Director of Events & Continuing Education

Kelly Cimino
Deputy Director of Marketing & Communications

Abby Nuño
Sponsorship & Tradeshow Coordinator

Ashley Owens
Assistant Director of Development

Courtney Rodseth
Marketing & Communications Coordinator

Tiffany Ruvalcaba
Assistant Director of Learning & Innovation

Ayo Taylor
Associate Director of Strategic Communications & Public Affairs

Rachel Tyberg
Event Coordinator

Finance & Operations

Ginger Smith
Chief Operationg Officer

Sonja Spowart
Chief Financial Officer

Christina Hicks
Vice President of Operations & Governance

Eva Avila
Finance Coordinator

Heather Barclay
Executive Assistant and Board Liaison

Glenna Davido
Senior Member Services Representative

Rosie Gilb
Director of People Operations

Victoria Gomez-Camacho
Executive Assistant

Jeanette Hernandez
Finance Coordinator

Shadi Kanaan
Assistant Director of Operations

Lydia Ossentjuk
Assistant Director of Finance

Becky Paplanus
Executive Assistant to the CEO

Erin Perry
Deputy Director Education & Training

Daniel Sanchez-Cruz
People Operations Specialist

Kimberly Yost
Deputy Director of Finance

Government Affairs

Dennis Cuevas-Romero
Vice President of Government Affairs

Beth Malinowski 
Director of Government Affairs

Kelley Aldrich
Associate Director Legislative Affairs

Victor Christy
Deputy Director of Political Engagement

Taylor Beckwith
Associate Director of Grassroots Activity

Taylor Jackson
Deputy Director of Government Affairs

Marisa Melendez
Senior Administrative Assistant

Liz Oseguera
Assistant Director of Policy

Eric Paredes
Associate Director of Grassroots Advocacy

Laura Sheckler
Deputy Director of Policy & Regulatory Affairs

Marissa Vismara
Senior Policy Coordinator

Health Center Operations & Legal Affairs

Nataly Diaz
Director of Health Center Operations

Joseph Cachuela
General Counsel

Denise Alfaro
Senior Administrative Assistant

Amanda Carbajal
Associate Director of Health Center Operations

Michelle (Elle) Grant
Senior Program Coordinator of Licensing & Enrollment

Isaias Iniguez
Associate Director of Workforce Development & Special Populations

Mahnoor Khan
Associate Director of Legal & Regulatory Affairs

Mariselle Moscoco
Senior Program Coordinator Health Center Operations

Ivan Prado
Program Coordinator Health Center Operations

Emily Shipman
Deputy Director of Health Center Operations

Aracei Valencia
Program Coordinator of Health Professions Education


Summary of 2021 - 2022

(April 1, 2021 – March 31, 2022)
Consolidated Statements of Activities
Grants and Contributions$7,881,058
Membership dues$3,232,884
Clinic support services$1,279,578
Training and workshops$545,876
Interest income from loans$322,852
Interest and investment incomes$1,260
Other income$86,099
Net assets released from restrictions$6,707,645
Total revenues$20,670,127
Program Services:
Clinic Operations Support$16,924,711
Information systems and loan program$498,295
Total program services$18,241,339
Management and General$1,077,526
Total expenses$19,318,865
Grants and contributions
Net assets released from restrictions($6,707,645)
NET ASSETS, Beginning of Year$22,829,735
NET ASSETS,  End of Year$18,903,352
Cash and equivalents  
Grants receivable$795,053
Dues and accounts receivable$371,320
Current portion of loans receivable$3,547,809
Prepaid expenses$360,150
Total current assets$16,355,827
Long-term certificates of deposit 
Loans Receivable, Net$13,141,949
Property and Equipment, Net$3,713,511
Total Assets$33,912,013
Accounts payable
Accrued expenses$763,508
Deferred revenues$373,979
Current portion of loans payable$1,973,597
Total current liabilities $3,396,241
Total liabilities$15,008,661
Without Donor Restrictions 
With Donor Restrictions$1,750,937
Total net assets$18,903,352


Bureau of Primary Health Care
Blue Shield of California
California Health Care Foundation
California Food Policy Advocates
Sunlight Giving
California Department of Healthcare
Aurrera Health Group
John Snow, Inc.
Kaiser Permanente Community Benefit
Molina Health Foundation 
Sierra Health Foundation
Health Net
University of California, San Francisco
University of California, Davis
The California Endowment