Multisector Community Health Partnerships Potential Opportunities and Challenges: Proceedings of a Workshop—in Brief (2017) / Chapter Skim
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Multisector Community Health Partnerships: Potential Opportunities and Challenges
Multisector Community Health Partnerships: Potential Opportunities and Challenges
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Anthony Iton, senior vice president for healthy communities at The California Endowment, described how the foundation is investing $1 billion in 14 low-income communities in California over 10 years. BHC's strategy involves capacity building, narrative change, partnerships, and policy advocacy to produce health equity and measurable results.
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Teal VanLanen, a community activator for the Algoma school district and the Healthy Children Team lead for Live Algoma, introduced her community by saying that it is 95 percent white, 25 percent of the student body has disabilities, 55 percent of the students live in poverty, and more than 50 percent of the population is 55 or older. Live Algoma is 1 of the 24 communities involved in the 100 Million Healthier Lives Spreading Community Accelerators Through Learning and Evaluation (SCALE)
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REFRAMING RELATIONSHIPS AS RESOURCES: USING DATA TO DRIVE COMMUNITY CHANGE Data are recognized by Dhaliwal and her colleagues as a potential resource to change relationships, structures, and systems. RYSE uses data from the local public health department, foundations, investors, and other sources to inform their community actions and strategies.
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SUPPORTING DIFFICULT CONVERSATIONS AND USING DATA FOR COLLECTIVE IMPACT The Tenderloin Health Improvement Project (TLHIP) includes more than 100 public and private partners focused on improving the lives of residents of the Tenderloin neighborhood of San Francisco, California, said Jennifer Lacson Varano, manager of community benefit and emergency management for TLHIP.
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As TLHIP focuses on additional parks and safe pedestrian passages, the TLHIP team continues to be thoughtful about community engagement and neighborhood voice as being "front and center" of the process. As a SCALE community, TLHIP learned how to create authentic community, said Douglas, by leading from within (coming as one is)
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In terms of whom to ask to join, participants' answers included local hospital, school districts, child care providers, Head Start, public health departments, behavioral health departments, community members, youth, health advocates, faith-based community, homeless shelters, tenant organizations, senior citizen centers, fire departments, community college, grandparents, and policy makers. In terms of approaches to power sharing, individual participants in the group table conversations suggested developing group principles together; creating an equitable and inclusive participatory process from the beginning; ensuring language access for non-English speakers; providing rotating meeting sites; using processes that enable trust; using transparent decision making; and encouraging individual reflection on positional power.
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In answer to a question about community fatigue, Co said their collaborative uses different forms of engagement to elicit community feedback by meeting residents where they are, such as in grocery stores, or by using community street teams to go door-to-door to ask people questions. Castro added that building the agenda together with community members is a way for organizers to demonstrate they are listening.
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They want better for their community, and that's health." That desire for something better is why there are many opportunities to engage residents in multisector partnerships to equitably improve community health and well-being.♦♦♦ REFERENCE The New York Times.
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