Skip to main content

Columbia Gorge Collective Impact Health Specialist

Summary 
  • Need: To address the specific health needs of north central Oregon and south central Washington.
  • Intervention: The Collective Impact Health Specialist identifies community needs, convenes community partners to design initiatives that address those needs, and secures funding for health-related initiatives.
  • Results: Thanks to the CIHS, the Columbia Gorge region has received more than $7 million in funding in 4 years.

Description

The rural Columbia Gorge region in north central Oregon and south central Washington faces significant health challenges. In 2012, several community partners, including Providence Hood River Hospital, noticed that the Gorge community was missing out on significant grant opportunities. The community lacked the resources to track grant opportunities or convene partners, design responsive programs, and complete applications on tight deadlines.

Columbia Gorge Collective Impact Health Specialist logos

In response, Providence Hood River Hospital committed itself to finding a full-time position designed to fill these capacity needs: the Collective Impact Health Specialist (CIHS). Originally intended to serve as the "community grant writer," the CIHS works with community partners across sectors to help identify community needs, convene appropriate service providers to design initiatives to address those needs, and pursue funding to support those initiatives.

The CIHS position has capitalized on the Community Health Improvement Process (CHIP), a list of community members' needs written by community members. The CHIP divides these health needs into three categories:

  • Social Determinants
  • Direct Healthcare Services
  • Health and Healthcare Ecosystem

Services offered

The CIHS can engage in an initiative if the initiative meets two criteria: 1) It falls under the CHIP and 2) it involves at least two community partners. Once both criteria have been met, the CIHS:

  • Identifies and convenes appropriate partners
  • Facilitates conversations to design need-focused initiatives
  • Seeks and secures funding to support those initiatives

Results

Since the CIHS position began work in 2014, the model has helped develop 28 new initiatives that have in turn created 27.5 full-time jobs, trained 100 community health workers (CHWs), and secured a little more than $7.3 million.

Some highlights include:

  • The region's first school-based health center
  • Advocacy for and development of affordable housing units
  • Several multi-partnered coalitions to address specific needs including food systems, health equity, and childhood obesity
  • Increase in community partners' interest and capacity to collaborate

In addition, the CIHS role has been critical to creating a culture of collaboration across historical geographic, sector, and population boundaries. The Gorge has received the following recognition for its work: It was named a 2016 RWJF Culture of Health Prize winner, was selected as a Blue Zones Demonstration Community, and received a visit from Governor Kate Brown of Oregon and the former Centers for Medicare & Medicaid Services (CMS) administrator, Andy Slavitt, and is part of the National Academy of Medicine's Health Equity Incubator Model.

This video from the Robert Wood Johnson Foundation (RWJF) showcases the various Columbia Gorge initiatives:

Barriers

The design and funding for the CIHS model has come exclusively from Providence Hood River Hospital, a small community hospital within a much larger Providence system. There were no real barriers to the project within the Gorge community. Partner organizations quickly recognized the value of the community-based role.

The largest challenge at this point is capacity. The work requires a certain amount of communication, which only increases as the project grows, which in turn necessitates prioritizing the CIHS's time and expanding the effort's capacity.

Replication

The CIHS position can be replicated in any geographic or issue-based community. At its core, it is simply a community resource shared by community partners. The two fundamental components to get the project started include:

  • Willingness for community partners to collaborate
  • Funding source(s) that remain program-neutral

Collaboration has been a key component of the model's success – and the broader work – in the Columbia Gorge region. The willingness of community partners to work together across sectors and other historic barriers has led to community-identified needs as well as community-identified solutions. These two components make it easier to secure funding and make any program stronger.

Neutrality is key for both the funder and the CIHS's day-to-day work. The funder should not dictate the content of either the needs or the solutions designed by community partners. It should be noted that Providence has not received any of the over $7 million in funding that has come into this community.

The CIHS must also remain neutral in designing the initiatives that address those needs. While the CIHS convenes and facilitates those discussions, this neutrality keeps the focus on the need itself and creates the space to design the best program regardless of organizational politics, personal agendas, and "the way we've always done it" mentality.

Contact Information

Paul Lindberg, JD, Collective Impact Health Specialist
Partnership of United Way of the Columbia Gorge and Providence Hood River Hospital
Collective Impact Health Specialist
541.490.2340
plindberg65@gmail.com

Topics
Community and faith-based initiatives
Funding
Grant writing
Networking and collaboration

States served
Oregon, Washington

Date added
June 5, 2017

Date updated or reviewed
June 5, 2018


Please contact the models and innovations contact directly for the most complete and current information about this program. Summaries of models and innovations are provided by RHIhub for your convenience. The programs described are not endorsed by RHIhub or by the Federal Office of Rural Health Policy. Each rural community should consider whether a particular project or approach is a good match for their community’s needs and capacity. While it is sometimes possible to adapt program components to match your resources, keep in mind that changes to the program design may impact results.