The Collaborative
Change Moves at the Speed of Trust. Elevating resident voices as a way to inform community programs is the foundation of the HEZ model, but it's an ongoing and reiterative process that depends on the vitality of the collaborative group of partners. The collaborative consists of organizations with experts leading health programs, conducting research, and implementing baseline health assessments. It also includes organizations that have demonstrated the ability to facilitate comprehensive community engagement and nurture specific strengths and resiliencies of these communities. And it is comprised of resident leaders who represent the community on an even footing with municipal leaders, funders and those organizations that deliver programs.
LISC brought together a collaborative of organizations that had historically worked together on various projects and programs but had not come together as a whole to create a unified collaborative. Over that first year, the collaborative formed three standing committees: an Action (steering) Committee, an Evaluation Committee, and a Community Engagement Committee. Initially, the collaborative met quarterly as a whole, participated in working groups and committees, and adopted the Building Healthy Neighborhoods Action Plan. Then this group hired a dedicated community engagement manager who led a listening tour of the HEZ.
As the years progressed, the collaborative meetings became monthly and action items evolved. Items that were listed on the initial work plan were checked off and new ones were added. Partners worked together to problem solve and share resources organically and in surprising ways that resulted in enhanced services and programs for residents. The collaborative served as a conduit for communications from both the Department of Health and for the community at large. As new issues boiled up, the collaborative would discuss the impact and potential solutions, and would conduct community listening sessions that involved all levels of government, residents, and emergency response workers including police and program providers. While specific priorities were in a constant state of evolution, the mission remained consistent and the end result was expanded partnerships based on earned trust and reliance.
