HEALTHY TARRANT COUNTY COLLABORATION

Together for Tarrant County

Fort Worth, TX   |  www.healthytarrant.org

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 info

2006

Executive Director

Ms. Linda Fulmer

Main address

PO Box 8040

Fort Worth, TX 76124 USA

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EIN

43-2087946

NTEE code info

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 and results

What we aim to solve

SOURCE: Self-reported by organization

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

Our programs

SOURCE: Self-reported by organization

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.

Population(s) Served

Working with local municipalities to develop and pass ordinance amendments that support a healthy environment.

Population(s) Served

Using the ReThink Health Resident Engagement Practices Typology as a framework for examining how our member institutions engage the community

Population(s) Served

Convening interested parties across Southeast Fort Worth to establish an urban agriculture movement in the region.

Population(s) Served

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.

Population(s) Served

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

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.

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

HEALTHY TARRANT COUNTY COLLABORATION
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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HEALTHY TARRANT COUNTY COLLABORATION

Board of directors
as of 10/1/2019
SOURCE: Self-reported by organization
Board chair

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

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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