Serving multiple sectors across Southwest Washington to include Clark, Cowlitz, Wahkiakum, Klickitat and Skamania Counties, The Healthy Living Collaborative (HLC) is a core component of the Southwest Washington Accountable Community of Health (SWACH).
We focus on policy, systems and environmental change to improve health and wellness, strengthen families, neighborhoods and systems and ensure community-driven health equity for all.
Equity and Social Justice – We recognize that everyone’s voice matters and seek to engage all membersof the community in our collective work.
Collaboration and Inclusion – Our work is done in partnership with the community, identifying and implementing innovative solutions, sharing ideas and approaches that work for the community.
Innovation and Sustainability – Collectively, we focus on policy and systems change in order to sustaininnovative improvements and enhance our community’s resilience.
Goal A: policy change at the state, local, and federal levelsProblem Statement: Complex issues in communities are causing increasing and ongoing health inequities, rising healthcare costs, and unaffordable housing.
2018 AIM Statement: The HLC will incorporate health and equity considerations into decision- making processes across Southwest Washington. On an annual basis, HLC will bring together cross sector partners and community members to influence at least five policy decisions per year at the organizational, local, state or federal level.
Strategy #1: Develop a policy agenda and take action on for Southwest Washington at the local, regional, state, and federal levels.
GOAL B: Improved health outcomes through organizational and community engagement and partnershipsProblem Statement: System barriers and changes at the organizational level are impacting the way people receive services. Lack of involvement in designing changes is resulting in less than satisfactory health improvements.
2018 AIM Statement: On an annual basis, the HLC will facilitate the involvement of diverse partners and community members to support 5 organizational partners to address challenges and systems changes necessary to improve specific health outcomes and health inequities.
Strategy #1: Increase organizational partners understanding and willingness to incorporate health, equity, and community considerations in organizational practices and funding opportunities.
GOAL C: Elevation of community voice and engagementProblem Statement: Diverse communities have limited voice and opportunity to participate in decision-making.
2018 AIM Statement: The HLC will embrace the expertise and power of our communities and create opportunities to partner, listen and work together on solutions that impact our underserved communities. Three community led pilots will be launched and evaluated annually.
Strategy #1: Promote health equity in Southwest Washington neighborhoods by recruiting, training, and coaching Community Health Workers who work on wide array of health promotion activities at the individual, family, community and policy level.
Strategy #2: Address barriers to school attendance at McLoughlin Middle School.
Strategy #3: Support growth of CHAPS network (namely Advocates, Community Health Workers, Certified Peers and their organizations) serving Southwest Washington to improve holistic health outcomes for the community.
Strategy #4: Work with the community and key partners to identify additional community engagement opportunities and partnerships.
GOAL D: Long term sustainability and shared learningProblem Statement: The HLC has been completely dependent on intermittent grant funding, which has the potential to lead to mission drift and lack of long term planning.
2018 AIM Statement: The HLC will strengthen long term organizational sustainability through a multi-year strategic planning process, long term budget planning, continued development of the community-driven funders collaborative, braided and nimble fund development, and annual evaluation.
Strategy #1: Project and secure nimble and braided funding for HLC long term sustainability.
Strategy #2: Sustain the shared learning infrastructure to support community-driven priorities and share learning lessons both locally and statewide. Create necessary feedback loops that support partners in understanding how the work impacts each other’s organizational practices and community partnerships.