2011 Conference - Collaborations

Featured Collaborations:


Mid-City Community Advocacy Network (Mid-City CAN), San Diego

Diana Ross, Collaborative Director, Mid-City CAN
Fernanda De Campos, Farmers' Market Coordinator, International Rescue Committee
Ramla Sahid, Community Organizer, Mid-City CAN
Iddo Gelle, Youth Community Organizer, Youth Empowerment Focus

In the late 1980's, a group of concerned Mid-City community members came together to respond to the rapidly deteriorating conditions in the area. Known as the Mid-City Community Advocacy Network (Mid-City CAN), this unique collaborative is comprised of schools, businesses, non-profit organizations, government agencies, youth, parents, ethnic and cultural groups, civic associations and faith-based institutions. Mid-City CAN’s mission is to create a safe, productive, and healthy community through collaboration, advocacy, and organizing. In 2009, Mid-City CAN became The California Endowment’s local partner in the Building Healthy Communities Initiative.

Mid-City CAN is comprised of members who participate in action committees called Momentum Teams around issues of community concern. As an issue picks-up momentum, a team is established, as momentum dwindles or goals are achieved, a team disbands. Momentum Teams make decisions by consensus. Consensus is often informal, but the teams also use gradients of agreement or a facilitated method called Technology of Participation by the Institute of Cultural Affairs. Mid-City CAN is governed by a 15-seat Coordinating Council that is elected annually by the membership.


California Healthy Nail Salon Collaborative, SF Bay Area

Julia Liou, Program Planning and Development Director, Asian Health Services; CA Healthy Nail Salon Collaborative Manager
Kim Irish, Program Manager, Breast Cancer Action
Catherine Porter, Policy Coordinator, California Healthy Nail Salon Collaborative, Asian Health Services

The California Healthy Nail Salon Collaborative was formed in 2005 out of a growing concern for the health and safety of nail salon and cosmetology workers, owners and students. We address reproductive and environmental justice and health issues facing these communities through a multifaceted approach using policy, research, industry advocacy and outreach and education.  The Collaborative is made up of more than 33 organizations and allies, and is fiscally-sponsored by Asian Health Services, an Oakland-based non-profit community clinic.  Governance is provided by a steering committee that advises on strategic direction setting, establishes policies, provides fiscal oversight, and engages in priority setting.


Alameda County Building Blocks Collaborative

Bina Shrimali, Alameda County Public Health Department
Aeeshah Clottey, Attitudinal Healing Connection
Elizabeth Hales, East Bay Regional Parks District
Marty Neideffer, Alameda County Sheriff's Office

The Building Blocks Collaborative (BBC), convened by the Alameda County Public Health Department, is a partnership of organizations committed to changing the way they work – individually and collectively – to create equitable social, economic, and environmental conditions that will support well-being starting from the earliest stages of life. BBC members are from diverse arenas, including local economic development agencies, food access projects, city and county government, community clinics, housing, parks and education. Since its launch in 2009, the BBC has developed and adopted a shared vision statement – the Life Course Children’s Bill of Rights, launched a web-based learning community, and planned collaborative projects, including the Kresge Foundation-funded Food to Families project. (For more details...)


Strategic Alliance for Healthy Food and Activity Environments, California

Juliet Sims, RD, MPH, Program Coordinator, Prevention Institute
Phebe Gibson, Program Assistant, Prevention Institute

The Strategic Alliance for Healthy Food and Activity Environments was formed in 2001 as a network of food and physical activity advocates who came together with the goal of increasing access to healthy food and beverages and ensuring safe places to play and be active for all Californians. The Alliance serves as a hub for cutting-edge policies and serves as an independent voice that is separate from, but able to influence, government and industry. The Strategic Alliance aims to shift the public debate on eating and physical activity away from personal responsibility towards a focus on the role that corporate and government practices have on food and activity environments. It develops cohesive policy platforms, creates online tools, conducts research, and facilitates a media advocacy network. Prevention Institute provides core staffing to the Strategic Alliance and convenes a Steering Committee (currently 14 members) which establishes the overall program & campaign directions for the Alliance.


Healthy San Bernardino Coalition, San Bernardino County

Evette De Luca, Executive Director, Latino Health Collaborative
Peggi Hazlett, Assistant to Mayor Morris, Office of the Mayor, San Bernardino, Healthy San Bernardino Coalition

Healthy San Bernardino Coalition is a community coalition working to improve the health of the city by promoting healthy, active ways of life. The coalition includes partners from local schools, universities, hospitals, parents, community-based organizations, elected officials, public policy makers and residents, who work together to promote a city-wide culture and environment that fosters well-being. The Coalition is working to enhance: access to healthy food; safe streets and open spaces; access to healthcare, wellness, and prevention programs; economic stability, and quality educational and employment opportunities. The coalition was convened and is co-chaired by the Mayor’s Office and the Latino Health Collaborative. Work group chairs lead groups on issues such as Policy, Health Education, and Community Gardens.


Sacramento Region Health Care Systems Collaboration


Dale Ainsworth, PhD, Managing Partner, Valley Vision, Inc.
Holly Harper, Regional Community Benefits Manager, Sutter Health

Some issues, problems, or opportunities are too large in scope to be dealt with by any single organization acting alone. In these situations, multiple organizations must work together to develop strategies that can be implemented to affect large-scale change. Delivering healthcare to our community’s underserved populations readily falls into this category—public health is too large a concern to be addressed by any single healthcare organization working in isolation. While the idea of collaboration and service integration continues to be promoted as a solution to large, complex and seemingly intractable problems such as access to healthcare for under or uninsured populations, operationalizing these concepts with success remains difficult.

Sutter Health Sacramento Sierra Region, working with other healthcare systems operating in the region, has built a model that can be adapted to various situations that call for collaborative action by various organizations and institutions delivering services to a specific geographic area. In this session we’ll describe this model, how it was constructed, how it is adapted to a specific community, and how it can be implemented and evaluated for success.




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