Moseley, who managed the research project, cited the example of the food service company Schwan’s, which has been a convener of health-related community initiatives in Marshall, MN., where Schwan’s is headquartered. The town of less than 15,000 looks to Schwan’s for project leadership, she said, because it has demonstrated a commitment to improving the quality of life in its hometown.

“Schwan’s has made a significant health impact in Marshall,” she said.

In Portland, Oregon, a recent example of a community health partnership led by a nonprofit convener was in the news earlier in the month. Central City Concern, a nonprofit that provides a range of services to the homeless, leads a broad partnership that just broke ground for a facility that integrates affordable housing, mental and physical health, and employment services in a single facility.

It is the third project undertaken by the partnership, which includes U.S. Bancorp Community Development Corp., insurer CareOregon, and several major healthcare organizations that serve the Portland area (Oregon Health & Science University, Providence Health & Services, Kaiser Permanente Northwest, Adventist Health and Legacy Health).

Central City Concern is able to assemble partnerships to address community health issues in creative ways, and attract corporate support, because it has been a leader in such initiatives for 20 years, says Sean Hubert, the nonprofits chief housing and employment officer.

“We have had a long relationship with US. bank here in Portland. We’ve done a number projects with them over the years so they’ve been able to see the results of the work we do. It’s not challenging at all to get them involved. It’s something that does provide the bank with an opportunity for awareness and publicity But it also fits into the mission of the CDC side, which is community investments.”

Additionally, the health system members of the collaboration have been on board since 2007, he says, when Central City Concern proposed they work together on a pilot project that would focus on reducing the number of emergency room trips made by homeless people in the downtown Portland area. When the project reduced those costly trips by 95 percent, the partnership solidified.

The integrated housing program hits solidly on all six key factors cited by the HERO report. It’s led by a strong convener. It has broad community support. The mission—to bring housing, health and employment services under one roof—couldn’t be more clear. The organizations and their representatives are committed to community health, and the members have shown previously they could get an effective program off the ground.

While U.S. Bank and Scwan’s are major employers, small employers can be participants and even conveners when they identify initiatives that benefit both their workforce and the community in which they are located.

“A small business may not have the financial resources to invest in a comprehensive employee health plan. But by getting involved with a community health initiative, such as creating walking trails, and providing employee volunteers and some investment dollars, they can improve employee health and benefit the entire community,” she said.

Especially in the case of smaller communities that wish to develop health initiatives, the importance of a credible, trusted convener is critical to the success of such projects, Moseley said. “Nobody wants to enter in to an initiative without some guarantee of success,” she said. “A convener who has led successful projects will attract the right participants.”