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Healthy Community Strategy
Background   
Issaquah strives to be a sustainable and healthy community where every person is important and where meeting basic human needs is a shared responsibility between individuals and the community.

In 2017, a Community Needs Assessment was completed to help identify primary community issues. 

Utilizing a social determinants of health framework, the following community elements have been identified as possible focus needs in Issaquah: 

  • Disparities in demographic characteristics such as race and ethnicity, sex and income 
  • Stable Housing 
  • Access to Services (Health Care, Child Care, etc.) 
  • Behavioral Health   

In 2019 the city began the development of a Healthy Community Strategy intended to confirm critical community needs and set a path for actions the City can take either directly or in partnership with other organizations in the next 3-5 years.      

Timeline 
The work is scheduled to be completed in 2019 with a final report being presented to the City Council for review and adoption in November 2019.
   
1. Confirm and build baseline information (May- July 2019) 
The purpose of this task is to confirm the needs identified in the Community Needs Assessment and review the evidence base to determine which actions would be most effective for Issaquah given its authority, resources, and focus. 

During this phase, the city, in collaboration with BERK Consulting, the consulting team brought on board to help with this work, will conduct stakeholder interviews, conduct community outreach, and seek input from the Human Services Commission to confirm and amend priority areas from the Needs Assessment.   

2. Explore Issaquah’s role in the community health (July- Sept. 2019) 
The purpose of this task is to explore how the City of Issaquah can take action to address the gaps and barriers identified in Task 1.

A review of the evidence-based practices and of the public health literature related to the focus needs identified in the Community Needs Assessment and information collected through the interviews will be conducted during this phase. In addition, the city will engage in a city interdepartmental and stakeholder workshop to explore the City’s potential roles locally and identify how Issaquah’s efforts can best work within a regional context. During this phase, the city will also seek direction from the City Council on appropriate roles for the City to pursue in its strategy.  

3. Strategy development (Sept.- Nov. 2019) 
This task includes the formulation of a draft strategy, its review, and finalization. The final strategy will include goals and policies, prioritized actions, indicators and measures, along with a list of potential partners and other resources. 

During this phase, the Human Services Commission will have an opportunity to review and make comments on the initial draft and public hearing will be held to take public comments on the draft. The final report will be presented to the City Council in November with plans to begin implementation in 2020.

Issaquah Contacts
Staff Liaison
David Fujimoto, Sustainability Director
425-837-3412

Community Needs Assessment Advisory Group
Meghan Altimore,
Hopelink
Rana Amini, 
International Community Health Services
Jerry Blackburn,
Friends of Youth
Deborah Franke,
Swedish
Derek Franklin,
Human Services Commission
Penny Lara,
King County Metro
Margarita Leas,
Cultural Bridges for Education

Jennifer Ramirez Robson,
King County Housing Authority
Pam Ridenouer, Issaquah School District
Liz Swanson,
Eastside Friends of Seniors
Cori Walters,
Issaquah Food & Clothing Bank