1. The Ultimate Alliance Merging the MAPP and PACE processes in San Antonio

2. The History of MAPP in San Antonio

3. The Six Strategic Issues How do we track change? How do we affect public policy? How do we promote a sense of community? How do we assure access to care? How do we encourage healthy lifestyles? How do we provide a safe environment?

4. The History of PACE-EH in San Antonio: Pilot site for the Pace-EH process in 1997 Focused on traditional environmental topics in public health, including vector and animal control, food safety, and water quality Assessment was qualitative only

5. The New Vision of PACE-EH in San Antonio: Defined community identity as the Community Health Environmental Coalition (CHEC) Believes in protecting the community from the environment, while protecting the environment itself Focuses on Home Toxics, especially in homes with: Child-bearing aged women Pregnant or breast-feeding mothers Children under 6 years of age.

6. Two Processes - One Vision: “ A safe, healthy, and educated community in which all individuals can achieve their optimum physical, cultural, social, mental, and spiritual health – today, tomorrow, and en el futuro.”

7. Lesson Learned 1: Capacity…Do you have enough? Dedicated Staff per process Adequate buy-in from the existing local public health system (as defined by the CDC) Strong organizational support Monetary and Programmatic Resources Limit the number of strategic issues to your capacity

8. Lessons Learned 2: Define Steps for Moving Forward: Need a strong facilitator Define assets needed for accomplishing goal(s) Look for majority rule, not consensus Set regular meeting schedules and meeting procedures Set short-term and long-term goals with supporting, time-bound, and measurable objectives that act as action steps

9. Lesson Learned 3: Get Decision-Makers to the Table: Solicit and recruit the the decision-makers of the organization you are interested in bringing to the table Ensure that they can affect monetary resources, infrastructure, and/or programmatic planning for their organization Be ready for the time commitment involved in recruiting these individuals, such as: Researching their organizational histories and organizational charts Meeting with the Decision-Makers face-to-face in order to gain their investment in your project Providing them with reinvestment activities over time

10. Lessons Learned 4: Bring Resources to the Table through Collaboration: Seek out other strong community-based organizations and/or public health alliances in your community (both for-profit and non- profit) Don’t overlook military programs in your community Be willing to EXPLORE ways to collaborate and merge your work with theirs

11. Lessons Learned 5: Unrestricted Resources Make it Easier : Unrestricted resources are direct funding streams that are free of the federal regulations described in the Circulars A-102 and A-122 Generally these are considered federal gifts, foundation gifts, or private donations / endowments These funds allow for marketing events that include entertainment, food, and marketing materials on an unlimited basis within the project budget Essential for maintaining LONG-TERM, LOW- TURN OVER, INVESTED committees/coalitions If you can’t secure unrestricted resources, get donations

12. Lessons Learned 6: Create an Identity for your Sub-Committees and Market Them : Develop and easily recognizable logo that symbolizes their long-term goal. If possible,supply sub-committee members with logo-marked materials: business cards, shirts, caps, folders, letterhead, etc. Result: Investment by sub-committee members, local government, and funding bodies.

13. Lessons Learned 8: Take it Slow….Absolutely Don’t Rush: Set a timeline, but make it flexible Don’t move forward until it’s time Don’t be afraid to change direction Celebrate steps achieved If you rush, you risk not only the integrity of the process, but also a sustainable impact on your community

14. Disadvantages of Using Both Processes Simultaneously: Processes don’t happen concurrently Takes multiple staff with close, non- competitive, working relationships Can be difficult to gain adequate unified organizational support Securing unrestricted funds might prove fruitless

15. Advantages of Using Both Processes Simultaneously: Greater impact in the end Gives credibility to your work –both inside the group(s) and out Greater visibility at the local, state, and national level Allows for more effective leveraging of resources Bridges the environmental health and public health programming / infrastructure PACE-EH process gives direction to MAPP’s strategic issues

16. CHEC Video Presentation