Foundation for a Healthy St. Pete Service Provider Session · Foundation for a Healthy St. Pete...

Foundation for a Healthy St. Pete

Service Provider Session

June 30, 2015

Real Time Record

FHSP – Service Provider Session June 30, 2015

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Table of Contents

Part I: Shape Messages Warm Up .................................................................... 4

Welcome & Session Objectives ......................................................................... 4

Part I: Shape Messages, continued ................................................................ 19

Part III: Best Collaborative Environment (Teams) ........................................ 25

Part II: Shape Funding Priorities (Teams) ..................................................... 29

Prioritized Ideas for the Foundation .............................................................. 34

Population Health with A Social Determinant Lens ....................................... 38


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Service Provider Listening Session for a Healthy St. Pete!

8:45am – 9am

Part I: Shape Messages Warm Up Grab a snack and find a seat! Next, capture on one of the wall whiteboards:

“What Key Messages do we use to promote “Community Wellness?”

9am – 9:45am

Welcome & Session Objectives

Welcome & Introduction to the Foundation: Randy Russell, President & CEO, Foundation for a Healthy St. Petersburg.

9:45am – 11am

Part I: Shape Messages, Continued Collaborative Labs will ask volunteers to share their ideas about “Key Messages to Promote Community Wellness.”

Part II: Shape Funding Priorities (Teams)

Looking thru the Lens of Social Determinants of Community Wellness:

What are the best ways to make the biggest improvements to our community’s health outcomes?

What should the Foundation focus on First? What functions (aside from grant making) should the Foundation utilize to achieve

the biggest impact on health outcomes?

What should the Foundation not do?

Part III: Best Collaborative Environment (Teams) Based on the Foundation presentation today of the Four Pillars:

What conditions are required for meaningful collaborations? What conditions are missing to support the best collaborations?

11am – 11:30am

Prioritized Ideas for the Foundation

Prioritized Ideas:


What functions (aside from grant making) should the Foundation utilize to achieve the biggest impact on health outcomes?

We will end a very productive session with session highlights and next steps.


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Part I: Shape Messages Warm Up

8:45am – 9am

Grab a snack and find a seat! Next, capture on one of the wall whiteboards:

“What Key Messages do we use to promote ‘Community Wellness’?”

Welcome & Session Objectives

9am – 9:45am

Welcome & Introduction to the Foundation: Randy Russell, President & CEO, Foundation for a Healthy St. Petersburg.

Randy Russell, President & CEO, Foundation for a Healthy St. Petersburg: I’m so glad to welcome you to the Collaborative Labs. We’re delighted you are here. We have a chunk of work to do and we’ll keep you busy. We’ve had six community listening sessions in the most socio-economic depleted areas of St. Petersburg. We’ve had over 60 attendees from many organizations in the service provider group. So we have over 180

people that we’ve listened to. I’d like to introduce the Chair of our Board, Steve Dupré. Would you take a minute and introduce yourselves.


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Randy: The wisdom in this room is enough to create all healthy outcomes in St. Petersburg this morning. You’re anxious to know, “Where’s the money?” We’ll share what our approach will be and we’ll be listening to your guidance and aspirations. A summary of all our listening sessions will be on our website: http://www.healthystpete.foundation. Transparency is one of the ways we are holding ourselves accountable.

When Bayfront Hospital was sold, the proceeds were used to set up this Foundation. Today, we don’t have an affiliation with the hospital at all.

http://www.healthystpete.foundation/


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Our logo, the hexagons, comes from the original pavers that were used in St. Petersburg. We’ll be working in multiple ways.

We have the health outcomes we have, which in certain demographics are unacceptable. What can the Foundation do to support healthy outcomes? Lots of people have poured money into the area – money alone is not the answer. What can we do with unrestricted dollars to remove some of the barriers we have? We have been adding staff at the Foundation and will be adding more. The Board has been doing a lot of thinking and hiring staff and now we’re ready to launch.


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Our mission is to improve health and well-being. Health care is certainly one thing on our minds, but this Foundation is about everything other than your doctors, nurses and clinics. It’s the whole picture, oral, mental, physical.

So we are looking to find a relationship with you all. What’s the right ground for collaboration? What can we do in the community? We have heard a lot about what works and doesn’t work in collaboration. We have to earn your trust. Accountability is key. We’re careful, but we’re not waiting. We’re listening first and won’t launch until we hear from everyone.

These dollars came from the community. We are the stewards of dollars that came from 110 years of history. When we consider our initiatives, we’ll ask, “Does this plug in to the legacy of the Foundation?”


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Why are some people healthy and others not? The middle pyramid is the classical definition of population health. We have decidedly picked south Pinellas/St. Petersburg in the lowest socio-economic areas. We’re working with providers who would impact those communities. You don’t necessarily have to be located there, but the work and the program design we are looking for has to tie into those communities. This framework also appears at the end of this document.

We are considering the distribution of disease within that population. It’s by geography, age, where you went to high school. That is the lens we’re using to determine where we work. The Social Determinants is where we will focus. This may be lack of health care and folks who have lived in an unstable housing situation. Maslow’s Hierarchy is not far from our thoughts. Food, housing, health care. People have basic needs that need to be served first. We have DNA we’re given, but I can make choices to influence my health outcomes. We’re not talking about the biology of this, but the physical and social factors.


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We will focus on St. Petersburg and south Pinellas in large part because that is where the hospital was and where the greatest need is.

What do we mean by a range of resources? Grant making is 25% of what we do. Convening, providing resources. We heard from the community that millions have poured into our communities and nothing has changed. We’re listening smart. We’ll be asking those that want to work with us about what the community says about them. We want to be leaders in the community. We’re benign. Our agenda is to improve health. We can kind of be Switzerland. For example, can we convene the many organizations that are working with veterans to coordinate efforts? I have been one of those providers where turf was everything. I get it. I also understand that that approach is not sustainable and not the best for the served community. The social determinant wheel provides some definitions of what we need. Neighborhoods – yes, it’s roads, sidewalks. Building a playground may not work. The wheel is a way to filter what we need. If there is a need, tie it back to the community and tie it back to the wheel and help us see how it can be measured. Wherever you are in that wheel will not block you from funding if you haven’t measured before. We’ll help you figure it out for the first year. If you have special access to a population, we will help you.


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Our approach is a four-legged stool. Grant making – 25%. Inviting promising interventions. We don’t need another needs assessment, but if you can amalgamate that information, please do it! If we are able to document and highlight community needs that help you leverage resources, that’s a benefit. Media campaigns are the advocacy side of our work. When we hear the litany list of 500 problems in the community, that won’t work – we get immune. But it’s also observing that there are two spurs of I-275 that fly over a community with a 64% graduation rate. We can use media to highlight that. Then, as a convener, we can bring people together. We talked about evidence-based needs. How do we document what the needs are? We’ll be inviting promising interventions. The first year, we want to invite anyone who can help with health, nutrition, and housing. Most important to me in the first five years is tight relationships with you. We also want to make sure that I hear from you on a regular basis. As the staff starts to show up in the community, you’ll see how we intend to model behavior.



The focus is on influencing policy, convening, grants and media. Those four buckets – are these the right approach? Alison will guide us through the polling. Alison Barlow, Manager, Collaborative Labs, St. Petersburg College: You have voting devices on your seats. Choose 1, 2 or 3 for A, B, or C. Participants voted on the approach.

Randy: Wow, that’s great. I’m also modeling here. Is this ok?



We have three phases. The first phase is the organization launch. Mold the hospital into a foundation. Phase II is preparing, Phase III is the launch.

Our website is up. We’re thinking about the funding philosophy for Round 1. What do we want with an RFP? We’ll use a letter of intent process by Dec 1. A response would be an LOI. What are you looking for, how much money, where is the need? There are three buckets: One is “No.” For example, if the Girl Scouts want to send their scouts on a trip, we probably won’t fund that. They would still get an explanation for the “No.”



Secondly, is “probably.” These might be capital items. Where we start is not where we will finish. So programs may come later. If you apply for a freezer for a food program, and you can show the need - that’s it. The third category is where we start modeling what convening looks like. When we identify different organizations that are helping homeless vets, we’ll invite those for convening. We’ll try to figure out how to get to “Yes.” Compromise is part of this. Finally, we’ll be ready to launch.



We are needs- or gaps-based. We’ll be documenting needs using the social determinants lens. In year one, we want very little narrative and lots of data. In the maps you supply, we’re looking for gaps and where they exist. Having been a provider, you’ll have a bigger gap if you don’t keep funding what you have. We’ll consider that.

Grant-making approach: The top bar – we are strategic. The next kind of grant-making is initiative – three, four and five – we are looking for providers based on what we’ve heard from you. A partnership agreement. There will be sporadic initiatives. Robert Wood Johnson might have a matching initiative that we may want to take advantage of. Responsive initiatives start heavy in year one and then get less over time. We want to be dynamic. Collaborative grant-making is a little different. We’re incentivizing folks to collaborate. Everyone wants to play, but we introduce collaboration. We’re open to funding collaborations – that may be salaries. We want to figure out the barriers and how to address them.



In general, do you support this kind of approach: In the first five years, more capital, then moving to initiative-based?

Randy: For those who voted “not sure” could you tell me more? Speaker: There are some initiatives that are already established and working and those could be funded at the get-go? Randy: Yes. Speaker: I tend to see an investment in capital, but then there is no program and the capital doesn’t get used. Randy: We would want to see the program piece, but that’s a good point. Thank you. I’m excited to work with you. Provide data to us. If you’ve done a needs assessment, send it along to us. We don’t want to reinvent the wheel. We’ll take any data about the target area. Here is what we’ve done in the community.



These are the aspirations we heard from the community. They want more community areas to exercise. They want community gardens. To your point, anybody can start a garden, but somebody has to make it work. Better support in schools, remove the stigma of mental health, a publicity campaign to inform residents of available services. We heard this a lot. The people who came to our sessions are in the know and they are telling us that people don’t know about the services. A lot of these aspirations can be practical right away.

Here are some barriers we heard about: Generational apathy – not being motivated to be healthy. Generational poverty generates hopelessness. We have some work to do to get people optimistic again. How do we engage a community? Economic distress is a fundamental barrier. There are age, race, and geography differences also. We will protect the assets of the Foundation so that we can stay a long time.



The last question we asked was how committed the attendees are to healthy living. There was some optimism and souls who were honest.

Speaker: Can you tell us how people were recruited? Randy: We found community captains who could invite people. Like the Director of the YMCA in the St. Petersburg or the head of the Sanderlin Center. We used them to recruit people. We gave people an incentive to come. The Collaborative Labs helped us with the meetings. Speaker: It was very well publicized.

Here are the questions we’ll ask you. We’re about to make this your job now. These support the bigger question of, “What would it take to make St. Petersburg the healthiest city in the U.S.?”



Let me introduce Alison. We’re so grateful to this wonderful asset of St. Petersburg College. We are delighted to thank the Collaborative Labs for helping us with these nine sessions.



Alison Barlow, Manager, Collaborative Labs, St. Petersburg College: Welcome! Let me review the objectives for the rest of our session. First we want to hear what you said about key messages. Then, we’ll look at your ideas about funding priorities for the Foundation. Finally, we will ask you to envision the best collaborative environment.

Part I: Shape Messages, continued

Collaborative Labs will ask volunteers to share their ideas about “Key Messages to Promote Community Wellness.”

Alison: Please share some of the messages you use to promote community wellness.



Key Messages to Promote Community Wellness

Access to health care Focus on vulnerable communities Service extender programs Improve education Better care, affordable care

through better communication

12,900 of Pinellas County residents are not able to easily access health care due to communication disabilities


High-quality, accessible & affordable early learning and youth development programs.

Students that are fit, healthy and ready to learn!


Communication is key: A healthy St. Petersburg depends on healthy communications

health literacy communication (as well as) physical accessibility

understanding/adhering to wellness/health practices

Wellness is holistic – physical, emotional, spiritual


Healthy St. Petersburg – assistance w/ removal of social determinants and legal barriers to promote positive health outcomes

Need to take care of our neighbors who slip through the cracks of existing services



Speaker: Students that are fit, healthy and ready to learn. There is a tremendous push for student achievement. You can’t do that if they are not prepared – they are rested, fed, and healthy. Speaker: Communication is key. Recently, I realized that 14% of our residents have a communication disability. That will be a barrier for them. Accessibility to all kinds of information. Speaker: Removal of legal barriers. We serve low-income residents. We saw an increase in asthma for children in unsafe housing situations. We work with landlords or help the family get out.

Speaker: Access to health care. It’s a holistic approach. Speaker: For individuals who speak another language, access to health care is crucial. Speaker: If you don’t have broadband services that allow you to tap into health care and legal support, if you don’t have the communication ability, then the rest is yelling into the breeze.

We live what we think! Start young. Think positive thoughts

Good health and healthy habits First responders should have a

BMI <30 as a job requirement



Speaker: Getting kids ready for school is getting them ready for employment. Living wages and jobs in that area and educating youth in how to be successful. Speaker: We live what we think. You have to think health. When we’re talking about promoting health, the first responders should have a BMI under 30. If you aren’t living it, it’s hard to convince other people to do that. Alison: Thank you for those messages. I’ll be passing out buckets with team numbers in them. I’ll show you what we’ll be doing when we get in the Forest Lab. You’ll need a keyboarder and a spokesperson to share what you talked about in your teams. Music means it’s time to move. Let me introduce you to the rest of the team. Randy has already commented on the documents that have been provided for the other sessions. Joyce will be capturing everything that happens today. Mike is our technology guy. He’ll help you out when we go next door. Then we have Jonathan. You may have noticed the illustrations on the boards. He is our business illustrator and he does that. He’s fabulous.



When we go next door, there will be a series of questions. The first question is about the best ways to make the biggest improvements in our community’s health outcomes. I’ll ask you to pick your Top 2 ideas. The second question is about what the Foundation should focus on. The third question is about which functions the Foundation should utilize to achieve the biggest impact on the community. And we’ll vote on that one as well. Finally, we’ll look at what the foundation should not do.

Part 3 is about the Collaborative Environment. What conditions are needed or missing for collaboration to take place?



This is our ThinkTank software. You’ll see the questions on the left and an area for you to enter and insert your idea. You will see your idea and the ideas of the other teams as well. You can tell because the team number will appear to the right. When I ask you to select your top two, you’ll simply click and drag that idea into the “Top Ideas” bucket.

Alison: We’ll see you next door.



Part III: Best Collaborative Environment (Teams)

Based on the Foundation presentation today of the Four Pillars:

What conditions are required for meaningful collaborations? What conditions are missing to support the best collaborations?

Alison: We thought since we just finished with Collaboration, we’d start with it first. What conditions are required for meaningful collaborations? 1. Mutual respect (Team 2) 2. Trust (Team 4) 3. Open communication (Team 4) 4. Willingness to listen (Team 2) 5. Inviting the right people to the table (Team 1) 6. Ground rules (Team 2) 7. Clarity regarding purpose (Team 1) 8. Common goal (Team 2) 9. Clarity regarding roles (Team 1) 10. Embrace diversity (Team 5) 11. Follow up communications and actions (Team 2) 12. Agreement on the problem (Team 1) 13. Agreement on measurement (Team 1) 14. Inclusiveness - involve all stakeholders (Team 4) 15. Feedback from the community (Team 1) 16. Transparency and reporting (Team 2) 17. Listening to stakeholders (Team 4) 18. Remove politics (Team 2) 19. Minimize turf wars (Team 5) 20. Clarity about service population (Team 1) 21. Consensus building (Team 4) 22. Providing honest and candid feedback (Team 5) 23. Respect for history (Team 2) 24. Common values (Team 4) 25. Facilitative leadership (Team 4) 26. Respect for the culture (Team 2) 27. Realistic expectations (Team 4) 28. Be honest about the 'elephant in the room' -particularly with competition (Team 1)



Team 1:

Speaker: We talked about having the right people at the table. Be clear about the goals and roles. Agreement on measurement and the problem. Understanding who we are serving and if possible, have meaningful representation from that population. We often have competitors at the table. Being honest about the elephant in the room.

Team 2:

Speaker: We talked about the culture of the population we are working with. Making sure you are culturally sensitive. Mutual respect and being willing to listen. Follow up and keep people engaged. (No Team 3)

Team 4:

Speaker: We talked about having mutual trust. Open communication to build trust. Involving all the stakeholders and having facilitative leadership. There are big and small organizations and make sure they are realistic about that. Have consensus building.



Team 5:

Speaker: We hit on the same things. Embracing diversity – understanding there is a lot in that community. Minimizing turf wars. Finding synergies with competitors. Providing candid and honest feedback. Alison: Let me try to summarize what I heard. Understand the history and diversity of the community. Engage the right people at the table, including the community. Include both big and small organizations. Put the elephant on the table – there is areas that the stakeholders will want to not share / potential for competition. Collaborative leadership and build consensus. Don’t walk away, but follow up. What conditions are missing to support collaboration? What conditions are missing to support the best collaborations? 1. See list one (Team 2) 2. Sunshine in the grant process (Team 1) 3. The right people in the right seats at the right time (Team 5) 4. Having a clear mission and values (Team 4) 5. Time (Team 5) 6. Trust and openness (Team 4) 7. Direct involvement of the communities we serve in all capacities (Team 2) 8. Convener role (Team 4) 9. Funders with a true collaborative approach (Team 1) 10. Long term commitment (Team 4) 11. Funding the collaborative process itself (Team 1) 12. Sustainability plan (Team 4) 13. True customer/client representation (Team 5) 14. Diverse representation at the collaborative level (Team 1) 15. Lack of understanding of the need for impactful programs rather than just good ideas

(Team 2) 16. Ongoing motivational support (Team 4) 17. Lack of understanding of the need for culturally competent evidence based practice (Team

2) 18. Adaptability to change (Team 4) 19. Willingness to be disruptive (Team 1) 20. A cross section of institutional knowledge (Team 5) 21. Person dependent vs. System (Team 4) 22. Historical record - don't start at the same place every time (Team 5)



23. Need to change the collaborative culture- 'we've always done it this way' (Team 1) 24. Highlight success (Team 1) 25. Lack of drill down to the core problem before selecting an intervention (Team 2)

Team 1:

Speaker: Sunshine in the grant process. Speaker: Share everything that is happening. Basically make sure that everyone knows what the process is. The decision-making is transparent. That builds trust. Speaker: Funders have a collaborative approach. Funding the collaborative approach – there is a cost to collaborating and the collective model. Diverse representation at the collaborative level. A willingness to be disruptive. Highlight success. Speaker: I don’t see anyone under 30 in this room. How do we get the young people here?

Team 2:

Monica: We put, “See list 1.” Make sure the interventions fit the culture. Involve the community – culturally competent evidence-based projects. Make sure we drill down and solve the problem

Team 4:

Speaker: A sustainability plan. Commitment to the area.

Team 5:

Speaker: Putting the right people in the right seats at the right time. Which brings us to “time.” That’s an issue for collaboration. Have true customer or client representation at the table. Make sure they have a voice. A cross-section of institutional knowledge. Keeping an historical record so we don’t go back and do the same things down the road. Alison: Let’s move to the questions in Part II.



Part II: Shape Funding Priorities (Teams)

Looking thru the Lens of Social Determinants of Community Wellness:


What should the Foundation focus on First? What functions (aside from grant making) should the Foundation utilize to achieve the

biggest impact on health outcomes?

What should the Foundation not do?

What should the Foundation focus on First? 1. Communication accessibility (Team 2) 2. Broadband availability (Team 2) 3. Being a clearing house of information for community (Team 4) 4. Identify all the players (Team 4) 5. Healthy nutrition (Team 5) 6. Physical accessibility (Team 5) 7. Help build community collaborations (Team 4) 8. Monies for direct care (Team 2) 9. Provide prevention, education and support for substance abuse (Team 4) 10. Bringing everyone together and communicate openly (Team 4) 11. Build community support for maximum impact (Team 4) 12. Provide support for current programs with successful outcomes (Team 4) 13. Provide support for mental health (Team 4) 14. Redirect existing funds to more direct care (Team 2) 15. Driving engagement with the available resources (Team 5) 16. Less analysis and needs assessments, more action (Team 2) 17. Encourage 'unlikely' partners/collaboration by different convening opportunities (Team 1) 18. A nurse in every school (Team 5) 19. Promoting forward thinking and creativity in funding (Team 2) 20. Develop a broader research base (Team 1) 21. Individual health advocates + wrap around care plans (Team 5) 22. Analyze existing public policy that may be hindering progress, shape and form forward

looking policy (Team 2) 23. Fund some 'quick wins' (Team 1) 24. Catalogue existing collaborations (Team 1)



What functions (aside from grant making) should the Foundation utilize to achieve the biggest impact on health outcomes? 1. Communicating to the community about what is available (Team 4) 2. Focused media campaign (Team 1) 3. Partnerships with businesses and helping attract new business (Team 4) 4. Nurture continued engagement once funding has been granted (Team 2) 5. After prioritization utilize small group focused collaboration (Team 1) 6. Partner with organizations applying for federal grants (Team 2) 7. Communicate lessons learned to help transfer learning (Team 4) 8. Partner with local businesses to expand foundation funds (Team 4) Top 2 Functions for the Foundation 1. Revisit existing agencies and community plans to explore new ways to drive engagement

and collaborate (team 5) 2. Advocacy (team 4) 3. Convene more sessions to collaborate (team 2) 4. Ensure community engagement includes the community you're serving (team 1) 5. Explore and implement collective impact around prioritized topics (team 1) 6. Convene stakeholders to identify policy priorities (team 2) 7. Go 'deep' v. 'Broad' in creating programs (team 1) 8. Unite the larger business community to support social innovation (team 2) 9. Think tank of resources for everyone to use (team 2)

Team 5:

Speaker: We had #15 – Driving engagement with the available resources. We have resources that already exist. Seeing the landscape view of what we already have. Healthy nutrition and physically accessible. Also, #21 – individual advocates and wrap-around care plans.



Team 4:

Speaker: Identify all the players in building community collaborations. Getting involved with the 20/20 plan. Helping foster that whole thing with the CRA. Getting the community to participate.

Team 2:

Speaker: There are so many programs that are trying to work but the money is tied up in bigger grants. Look for the ones that are already out there and see if they can come together. There are grants from the CDC that are out there for assessments, but there is nothing out there for the care.

Team 1:

Speaker: Communicating what is going on. Speaker: We thought that FHSP would be the convener and be the clearinghouse, the hub. Speaker: Funding some quick wins. Some things that aren’t terribly controversial. The outcomes are clear. Do them early while the larger work is being done.



Alison: What are some of the things that the Foundation should not do? I’ll just open this to general discussion. What should the Foundation not do? 1. No more needs assessments (Team 4) 2. Scattershot (Team 1) 3. Don't compete with other local providers for funding (Team 1) 4. No follow up, been here done that! (Team 2) 5. Don't approach issues alone without other funding and planning groups (Team 4) 6. Don't fear long term projects (Team 4) 7. Set up process that creates more competition (Team 1) 8. Grant rules that require over-extensive data collection that sacrifice resources for

intervention (Team 5) 9. Not fund 'one offs' (Team 2) 10. Don't focus on the band aids (Team 4) 11. Don't make grant process more onerous than it needs to be (Team 1) 12. Don't send a funding "decline" with no advisement (Team 5) 13. Don't align politically (Team 2) 14. Don't have favorites (Team 1) 15. Don't shy away from thinking out of the box (Team 4) 16. Don't make reporting cumbersome (Team 4) 17. Don't stop communicating (Team 4) 18. Don't expect outcomes without funding outcome activities (Team 1) 19. Don't stop listening to the community (Team 4) 20. Don't forego evidence based treatments/interventions/outcomes (Team 1) 21. Don't recreate if there are proven programs that could be expanded (Team 2) 22. Don't only meet during business hours (Team 2) Speaker: For a lot of the federal projects, the data collection processes are so elaborate and extensive that they leave little to do the actual intervention. There has to be a right-sizing balance. Randy: Can I do a straw poll right quick? The idea is that we’ll fund you, then we’ll talk about your outcomes. We’ll fund that separately. Speaker: Yes, if you want to see outcomes, help us fund them. Speaker: We talked about the Foundation staying neutral. Establishing trust. Don’t have favorites. Speaker: Don’t have all the meetings during working hours. If you ask them to come after hours, you see the people who really want to work.



Speaker: Not go it alone. We see United Way, JWB, Pinellas County, City of St. Petersburg working on similar things, but not together. We’d like somebody to take the lead. Speaker: Maybe one of them takes the lead on one initiative. Another takes the lead on a different initiative. We have a lot of meetings. Randy: It sounds like a pattern of affinity groups that don’t necessarily collaborate. Speaker: We focused on the importance of follow-up. Many of us have participated in groups like this, and then there is no follow-through.

Randy: This speaks to accountability. Alison: What does follow-through look like to you? Speaker: To take all this information and the listening sessions, and come back with a plan and the linkages to the other groups. Alison: And share or communicate that plan in all kinds of ways, for example the web site and additional collaborations. Speaker: And also continuing the involvement with us. There are a lot of people who want to be involved. This being not just one session. Speaker: The Foundation should not be afraid of community change. It requires major social change. It requires involving governors, legislators. You can be supportive of communities doing what they need to do to get what they need. Speaker: Be a convener of other funding organizations along with policy makers. We service providers might be able to get together, but to get all the different layers together – that would be a fantastic role.



Prioritized Ideas for the Foundation

Prioritized Ideas:


What functions (aside from grant making) should the Foundation utilize to achieve the biggest impact on health outcomes?

We will end a very productive session with session highlights and next steps.

What are the best ways to make the biggest improvements to our community’s health outcomes? 1. Access to quality food (Team 2) 2. Food preparation (Team 2) 3. Food desert (Team 2) 4. Stabilizing the family the means to be healthy and thrive (Team 2) 5. Stable employment, transportation, food access (Team 2) 6. Eliminating isolation (Team 5) 7. Establish medical and legal partnerships (Team 4) 8. Strengthening the family from pregnancy on, engaging the father early on (Team 1) 9. Collaborative partnerships (Team 4) 10. Strong early education (Team 4) 11. Access to healthy foods (Team 4) 12. WIC type requirements for SNAP (Team 2) 13. Intergenerational education on healthy food preparation (Team 4) 14. Promoting available exercise options (Team 2) 15. Early intervention to whatever the problem is (Team 4) 16. Engagement - readiness for change (Team 5) 17. Clearing house of information (Team 4) 18. Address mental health across the life span (Team 1) 19. Address trauma informed practices across continuum of services (Team 1) 20. Proper evaluation of current needs (Team 4) 21. Healthcare navigator (Team 4)



Top 2 Best Ways to make the Biggest Improvements 1. Hunger must be addressed (Team 1) 2. Increase collaboration with community partners (Team 1) 3. Focus on education regarding attitudes and expectations in health (Team 2) 4. Focus on the parents (Team 2) 5. Focus and stabilize family (Team 2) 6. Raise awareness of existing resources (Team 5) 7. Environmental changes to change the food culture (Team 2) 8. Access to health care (Team 4) 9. Drive connections among individuals (Team 5) Alison: Let’s do a poll to establish some priorities. The first was on the best ways to make improvements. Are there any items that need clarification? Speaker: Drive connections among individuals? Speaker: The example was “walking school buses.” Neighbors walk their kids to school together. There have to be more connections and an effort to get neighbors interconnected. Alison: Pick your top two in order of priority to you.



Top 3 Best Ways to make the biggest improvements to our community’s outcomes

Focus on the parents / focus and stabilize family

Two items tied for second: Increase collaboration with community partners Access to health care

Raise awareness of existing resources

Alison: The next one is about the Top 2 Functions for the Foundation.

Top 2 Functions the Foundation should utilize to achieve the biggest impact on health outcomes

Revisit existing agencies and community plans to explore new ways to drive engagement and collaborate/convene more sessions to collaborate

Unite the larger business community to support social innovation Explore and implement collective impact around prioritized topics.



Alison: Any big take-aways? Speaker: I just want to say thank you. There are so many great minds in here with good ideas. It’s clear that the Foundation has an opportunity here. Randy: And I want to thank you. We’ll have an executive summary of all of the sessions – community sessions and service providers. By the end of July/August you’ll have some news from us. We’ll get our web site up: http://www.healthystpete.foundation. In the fall, we’ll align and do the RFP’s - we’ll tell you. Convening - we’ll tell you. We will be bringing in staff: We’re adding a Policy and Grants Director. We’ll also have a Communications Director. You’ll see us deploying more and pushing emails out to you, but we also want to hear from you. It’s the beginning of a long conversation that we hope will continue. Alison: Let’s hear from Jonathan.

Jonathan: This could be a cake. You have your foundation focus, collaboration with service providers. At the top, we have your priorities. In the middle, we have icing that holds all these things together. Holds all the relationships together.

http://www.healthystpete.foundation/



Population Health with A Social Determinant Lens

1. Neighborhood & Built Environments: Parks; Sidewalks; Bike Paths; Places to safely play and exercise.

2. Health & Healthcare: No barriers of access to: Physical health care; Mental health care; Nutrition; Healthy food.

3. Social & Community Contexts: Humans need to socialize together: Church; Community; Centers; Parks; Schools; Affordable Food; Easy Transportation.

4. Education: Access to Education: Nearby/transportation; Quality teachers and supplies; Pre-kindergarten through high school; Access to support for schooling (gifted to challenged); Community support for children in schools; Easy access to the range of post high school options; Vocational support; College / University.

5. Economic Stability: Jobs with pay that affords living: No more than 30% of income spent on housing; enough resources for transportation; enough resources for health and healthcare; Available healthy nutrition; nearby affordable shopping.

Foundation for a Healthy St. Pete Service Provider Session · Foundation for a Healthy St. Pete...

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Transcript of Foundation for a Healthy St. Pete Service Provider Session · Foundation for a Healthy St. Pete...