Health—General & Rehabilitative

HEALTHY TARRANT COUNTY COLLABORATION

Together for Tarrant County

Fort Worth, TX

Mission

Mission: To improve the health of the community through a collaborative partnership of health care systems, public health organizations, universities, and other community partners.
Vision: Through collaborative efforts, the people of Tarrant County are healthier.

Ruling Year

2006

Executive Director

Ms. Linda Fulmer

Main Address

PO Box 8040

Fort Worth, TX 76124 USA

Keywords

Prevention of chronic disease, Healthy eating and active living,

EIN

43-2087946

 Number

7946812980

Cause Area (NTEE Code)

Alliance/Advocacy Organizations (E01)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs + Results

What we aim to solve

Increasing healthy foods access for low income people living in food deserts and low-access neighborhoods.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Healthy Food Access

Policy-Systems-Environmental (PSE) Strategies

Resident Engagement

Southeast Fort Worth Urban Agriculture Initiative

Healthy Foods Assets Mapping

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Our 2019 - 2021 strategic plan focuses on 3 goals: Goal 1. Healthy Foods Access. Increase access to healthy foods in underserved areas across Tarrant County. We are implementing an array of retail strategies and urban agriculture to address healthy foods access in east and southeast Fort Worth as a pilot. The best strategies will be replicated in other parts of Tarrant County in the future. Goal 2. Policy-Systems-Environmental (PSE) Strategies. Increase city policies that support health and wellbeing. We are focusing on local policy development in five Tarrant County cities: Fort Worth, Arlington, North Richland Hills, Haltom City, and Watauga. Goal 3. Resident Engagement . Increase resident engagement with member organizations utilizing the Resident Engagement Practices Typology. We are using ReThink Health's Resident Engagement Practices Typology as a framework for assessing how our member institutions engage with the community.

Goal 1. Healthy Foods Access. Increase access to healthy foods in underserved areas across Tarrant County. Objective 1 . At least one option for healthy food purchasing within one mile of 50% of the household in East/Southeast Fort Worth. Objective 2. By April 2021, HTCC will disseminate a healthy food availability tool that can be used by the community and health providers to direct patients to places as close to home as possible for shopping. Objective 3 . Expand healthy corner store program to one other underserved area in Tarrant County. Goal 2. Policy-Systems-Environmental (PSE) Strategies. Increase city policies that support health and wellbeing. Objective 1. Identify gaps and prioritize issues that have a significant health implication in Fort Worth, Arlington, North Richland Hills, Watauga and Haltom City by end of June 2019. Objective 2. Develop policy strategies on 3-5 of the identified issues for Fort Worth, Arlington, North Richland Hills, Watauga and Haltom City by end of March 2020. Objective 3. One or more of the cities (Fort Worth, Arlington, North Richland Hills, Watauga and Haltom City) will adopt a policy that supports health and wellbeing on HTCCs recommendation by end December 2021. Goal 3. Resident Engagement . Increase resident engagement with member organizations utilizing the Resident Engagement Practices Typology. Objective 1. By the end of 2019, an assessment tool will be created to measure member organizations status in each of the resident engagement practices. Objective 2. By end of March 2020, the assessment tool will be disseminated to all member organizations (n=11). Objective 3. By end of September 2020, gaps will be identified and strategies to address the gaps will be developed. Objective 4. By end of June 2021, a report on ways to increase resident engagement among member organizations will be disseminated.

Staff from our member institutions and other community partners come together for project-specific work groups to implement strategies aimed at achieving the objectives listed above.

Our Executive Director is our only dedicated staff person.

The strategic plan has SMART objectives and action steps that have measurement built into them. The plan will be reivewed annually to verify that progress is being made, as well as to identify whether there is a need to modify any of the objectives.

Goal 1. Objective 1 . Through our Healthy Foods Availability Index (HFAI) surveys we have identified many more places where people may shop for at least some of their healthy groceries, and currently have found at least one option within 1 mile of at least 50% of the homes. Objective 2. Our map showing the location of healthy food shopping opportunities has been shared with MedStar (EMS) to use with their community-based patients, and with our hospital members to use with their care transitions programs. Objective 3 . We have added three new healthy corner stores to our network Goal 2. Policy-Systems-Environmental (PSE) Strategies. Increase city policies that support health and wellbeing. Objective 1. We have identified broad overarching policy interests for the five cities we are working with, plus have identified a county-level policy opportunity for advocacy purposes. Goal 3. Resident Engagement . Increase resident engagement with member organizations utilizing the Resident Engagement Practices Typology. Objective 1. One of our work group members has her MPH students working on the survey/data collection tool this fall.

External Reviews

Financials

HEALTHY TARRANT COUNTY COLLABORATION

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  • Address, phone, website and contact information
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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

No

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Race & Ethnicity

This organization reports that it does not collect this information for Board Members and Volunteers.

Indian

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Part-Time Staff and Volunteers.

Disability

This organization reports that it does not collect this information for Board Members, Part-Time Staff and Volunteers.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity