1. What is Community Development?
A Private Sector Business Perspective
And
Why we are “Involved”

2. What is Health?
At NVRH we define health in the broadest terms. The healthcare delivery system made up of doctors, nurses, mental health and other professionals is one piece of the puzzle. To get the full picture of health, we need to add the basic needs of healthy living: safe and affordable housing, access to healthy food, and a good paying job. To complete the puzzle, we need strong supportive communities where children, families, and older adults of all income levels live and thrive together.
 In our communities in Caledonia and southern Essex counties, we have a strong core of healthcare providers, social service agencies, educational and governmental organizations, and engaged individuals. We are committed to harnessing the collective capacity of these local leaders, partner organizations, and community members to build a sustainable framework – to complete the puzzle – and meet our mission for health.

7. START talking about financing and partnering opportunities here
Currently, we at NVRH are funding many of our community improvement initiatives from hospital operations: Community Connections Program, etc.
Our Accountable Health Community is now jointly funding community improvement efforts through “shared savings”.
Exploring sustainable funding opportunities for the Accountable Health Community structure.
The near future: pooling endowment funds to join Community Development Fund Institutional financing initiatives to accelerate change.

9. Caledonia & s. Essex Accountable Health Community
Northeastern Vermont Regional Hospital Service Area
Nine Elements of an Accountable Health Community
MISSION
Our Accountable Health Community is committed to our shared goal of improving the health and well-being of the people in Caledonia and southern Essex Counties by integrating our efforts and services, with an emphasis on reducing poverty in our region. (Adopted December 2015)
COMMUNITY ENGAGEMENT
5 Community Member Focus Groups
were held with member organizations’ clients. A total of 37 participated in the interviews.
(December – February 2016)
Additional community engagement activities planned.
FINANCING
Current: John and Laura Arnold Foundation
Matching funds provided by
Leadership Partners
Future: Investments of shared savings; and financing partners e.g. CDFI
GOVERNANCE
Collective Impact Model: Leadership Partners have entered into an MOU that outlines purpose, mission, geographic scope, commitments, and decision making. (signed January 2016)
COMMUNICATION
Monthly meetings of all partners
INDICATORS
Results Based Accountability
Population Level
Data Partner: Vermont Center for Rural Studies
Cost-Burdened Households -Combined
% of households considered cost burdened by their housing expenses relative to their incomes for homeowners and renters
SNAP & Free/Reduced School Lunch
% households participating
Household Income by Income Brackets
% of different household income levels
Poor Mental Health Days
% of adults reporting poor mental health days (BRFSS)
Leadership Partners

12. Potential Areas for Investment with Health Impacts
Areas of focus
Housing development or renovation
Services such as retail (e.g. food)
Child care
Small business development
Alignment strategies
Geographic focus
Social capital investments
Adapted from the Public Health Institute