HEALTHY TARRANT COUNTY COLLABORATION
Together for Tarrant County
Programs and 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?
Healthy Food Access
Implementing a suite of healthy retail and urban agriculture strategies to increase access to fresh and healthy food in underserved areas across Tarrant County.
Policy-Systems-Environmental (PSE) Strategies
Working with local municipalities to develop and pass ordinance amendments that support a healthy environment.
Resident Engagement
Using the ReThink Health Resident Engagement Practices Typology as a framework for examining how our member institutions engage the community
Southeast Fort Worth Urban Agriculture Initiative
Convening interested parties across Southeast Fort Worth to establish an urban agriculture movement in the region.
Healthy Foods Assets Mapping
Using a Healthy Foods Availability Index (HFAI) tool to physically survey every store selling food in Tarrant County, including gas stations, convenience stores, small grocery stores, dollar stores, supermarkets, and speciality stores (N-1400) and creating healthy foods assets maps / directories for underserved areas.
Where we work
External reviews

Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
HEALTHY TARRANT COUNTY COLLABORATION
Board of directorsas of 10/01/2019
Mr. Mike Sanborn
Baylor Scott & White All Saints Medical Center at Fort Worth
Term: 2019 - 2021
JR Labbe
JPS Health Network
Joseph DeLeon
Texas HealthHarris Methodist Hospital Fort Worth
Emily Spence-Almaguer
University of North Texas Health Science Center at Fort Worth
Chris Pedigo
Cook Children's Health Care System
Larry Olive
Texas Health Arlington Memorial Hospital
Rebecca Tucker
Texas Health Harris Methodist Hospital Southwest
Veerinder Taneja
Tarrant County Public Health
Tonya Sosebee
Texas Health Harris Methodist Hospital Azle
Clint Abernathy
Texas Health Harris Methodist Hospital Alliance
Gerri Whitaker
North Texas Area Community Health Centers
Fraser Hay
Texas Health Harris Methodist Hospital Hurst Euless Bedford
Catherine Oliveros
Texas Health Resources
Elizabeth Merwin
University of Texas at Arlington
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and 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 and 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