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from existing HRSA Health Center Patient Survey and other validated survey items. HLWG CHCs will collect these measures monthly via their routine Patient Experience Surveys, with promotions/incentives to boost survey response. Data will be transmitted to UCI Data Coordination Center monthly. CHCs with active interventions will be compared to waitlist controls to assess impact (See Fiatre I). Gap reductions between baseline and HP2030 target values for all IILWG CI-ICs will be analyzed at Month 18 (Outcome 6). Qualitative assessment of process and reach, including interorganizational dynamics and alignment with community priorities, will include community interviews and focus groups led by qualitative experts. ORGANIZATIONAL CAPACITY HEAL-OC builds upon established multi -dear partnerships among all of its partners. Throughout the pandemic, OCHEC-CAP and Santa Ana have collaborated to reverse practices and responses by OCHCA that exacerbated inequities in North OC. OCHEC-CAP has trained a workforce of English, Spanish, and AAPI-speaking contact tracers from the community for Santa Ana and North OC; analyzed and presented epidemiological and interview data to OCHCA to illuminate inequities; and led community -based, culturally tailored efforts for equitable testing and vaccination. HEAL-OC partners currently meet weekly, have prior financial and data sharing agreements and are therefore poised to complete project start-up without delay. Roles and responsibilities of project leadership are summarized in Appendix 3. The oversight structure delineates UCI's role as evaluator and advisor, but not decision -maker, to ensure independent evaluation. The PM will provide programmatic oversight, with strategic decision -making responsibilities assigned to a Steering Committee composed of the PM, voting members from the CSB, the Coalition, LHA, OCAPICA, and a non -voting advisory representative from UCI.