The Children's Health Fund

Note: The organization did not respond to this question.

Note: The organization did not respond to this question.

We held training for staff in each department around posting on social media, what to look for, how to write tweets, and LinkedIn posts, and how and when to engage on social media around relevant topics. We offer a multitude of professional opportunities to our National Network partners including: virtual, monthly advocacy forums that inform and engage an active discussion around the most relevant and current child health policy issues. We invite development staff to attend virtual and in-person webinars to grow their skills and to generate ideas and to network, most recently, the institutional giving staff attended a webinar on Site Visits and how best to prepare for them, especially if you are an "office only" environment. The Individual giving staff attended a session on Giving Tuesday - a discussion around what works and what doesn't.

We rely on strategic partnerships across the country, specifically Federally Qualified Health Centers, Children's Hospitals, Academic Medical Centers, Health nonprofits and Hospital Systems. We engage with partners to ensure all children receive the medical care they need to grow into healthy and productive adults. The NYC office engages in education activities with experts from around the country through our Children's Health in Focus series, Twitter chats, conference presentations, and local, state and federal advocacy activities around barriers to healthcare. Our Community Health Equity and Engagement Roundtables are geared toward community building and organizing around specific community needs related to children's health. CHF authors policy briefs, op-eds and white papers on particular topics throughout the year. Recently our CEO Arturo Brito’s “Gun Violence Threatens the Health and Well-Being of America's Children” was published in Media Planet's Future of Personal Health Series

CHF is in the process of moving from a founder led organization to a CEO driven one. This transition has taken a couple of years and we still have some changes to make, however, leadership has worked over the past year to redefine how the central office drives conversations and develops programs to be used throughout the network, to create a strategic plan to keep us moving forward, and to professionalize the way we do business. We have also worked hard to reduce expenses in the central office by reducing staff to be more efficient and moving to smaller office space. Both of these reductions have actually led to more productive internal communications and collaboration.