









































October 2019 Volume  4 Issue 1

THE LONG ROAD TO THE “ALL” OF HIAP 
Erik Calloway

Abstract: 

The objective of health in all policies (HiAP) is straightforward: integrating health and equity considerations 
into policies across all sectors of government will transform systems and environments in ways that support 
healthier, more equitable outcomes. However, pursuing that objective is complex and achieving those 
outcomes takes time. 

This article examines three communities (Minneapolis, MN, Seattle, WA, and Richmond, CA) which have been 
pursuing HiAP long enough to achieve meaningful policy, systems, and environmental change. We identify 
when and how each community employed five key strategies for effectively adopting and implementing HiAP. 
And we present policies each community has adopted with examples of outcomes these initiatives have 
achieved. The purpose of this assessment is to set realistic expectations for how long it may take to achieve 
HiAP and to identify themes that could help other communities realize this level of progress more quickly and 
efficiently.

Based on our assessment of these communities, we conclude that it is not uncommon for it to take ten years 
or more to integrate health and equity into a substantial and coordinated set of policies across government 
agencies and departments. However, we also see that each step taken toward HiAP makes subsequent steps 
easier. And as more policies include health and equity concerns, the entire system does become more effective 
at improving health and equity outcomes. Finally, we show that that integrating health and equity across 
a range of plans and policies does shape decisions, lead to actual community transformation, and improve 
community health outcomes.

1



The Long Road to the “All” of  HiAP Calloway

2

Introduction

What does it look like when a community has 
successfully integrated health and equity in all policies 
(HiAP)? And how long does it take to get there? There 
are countless examples of communities across the 
country drafting plans, adopting policies, and building 
projects with the intention of improving community 
health and equity. There are also many lessons to 
learn about HiAP by examining these communities; 
some show common ways to use planning or capital 
improvement projects as a vehicle for opening 
discussions about the importance of HiAP; some 
show the type of early wins that HiAP initiatives can 
lead to. However, the objective of HiAP is much more 
ambitious than just adopting a policy or building a 
project which addresses the social determinants of 
health in one way or another. HiAP is a collaborative 
approach to improving the health of a community 
by systematically incorporating health, sustainability, 
social justice and equity considerations into decision-
making across departments, institutions, agencies and 
policy areas.¹ 

Decision making processes in local government are 
complex and involve a wide range of sectors and 
stakeholders. Communities can have hundreds or 
thousands of plans, policies and regulations on the 
books. Moving any one plan or policy from start to 
finish can take time. Local governments only have 
the capacity to work on so many plans, policies or 
projects at a time. Given all of this, it should not 
be surprising that it takes time and effort to fully 
operationalize HiAP and see it result in changes across 
any community’s decision-making processes, policies, 
built environment, and health outcomes. 

A few pioneering communities have been working 
to apply HiAP long enough to have seen their efforts 
influence decision-making processes and result in 
a coordinated portfolio of policies across sectors. 
This article provides a brief overview of three such 
communities that are further along in their efforts 
to comprehensively integrate health and equity in all 

policies. By focusing on these communities, we can 
identify themes of successful implementation. We can 
see what it looks like to have health integrated across 
a range of policies in a coordinated way. Because 
these communities have reported on some level of 
tracking, evaluation, or action, we can also show how 
their HiAP perspectives have resulted in decisions 
that have shaped healthy and equitable community 
transformation in measurable ways. 

Community Review

In this section, we present three case study 
communities: Minneapolis, MN, Seattle, WA, and 
Richmond, CA (see Table 1 for case Study Community 
Profiles). These communities were selected for 
three primary reasons. First, these communities 
were among the first in the country to either adopt 
a resolution or update a comprehensive plan with a 
stated objective of addressing the social determinants 
of health across city policies. This results in a selection 
of communities that have been pursuing HiAP for 
over 10 years. Second, each community has made 
significant progress operationalizing health and 
equity in all policies as is evidenced by the fact that 
each community has adopted multiple plans or 
policies that explicitly address health in coordinated 
ways across multiple city departments. Third, these 
communities have their plans and policies online, 
making it possible to easily review (and link to) 
their content, understand their policy and planning 
processes, and track the progress they have made to 
date.   

These communities’ initiatives go by different 
names. However, we consider them all examples of 
HiAP because 1) they all state that improved health 
outcomes are a goal, 2) they all address the social 
determinants of health and 3) they have all involved 
the local, county, and/or state health department. 

Each community has done a wide spectrum of 
work including 1) resolutions, or similar documents 
committing their community to health or equity in 



The Long Road to the “All” of  HiAP Calloway

3

Table 1. Case Study Community Profiles

Minneapolis
MN

Seattle
WA

Richmond
CA

Government Structure

Mayor Yes Yes Yes

City Council Election 
Structure

By wards At large At large

City Manager /
Coordinator

Yes No Yes

Annual Operating Budget (Billions)

Total $1.7 $6.02 $.37

Population (2010)

Total 382,578 608,660 103,701

Race and Hispanic Origin (2017)

White Alone, not 
Hispanic or Latino

59.9% 65.3% 17.9%

Black or African 
American Alone

18.9% 7.1% 20.6%

Asian Alone 6.0% 14.5% 14.8%

Hispanic or Latino 9.8% 6.5% 42.0%

Two or More Races 4.9% 6.6% 4.8%

Income & Poverty (2017)

Median Income $55,720 $79,565 $61,045

Persons in Poverty 20.7% 12.5% 15.7%

Life Expectancy (2015)

Range 67.2 - 89.4 73.2 - 88.3 73.0 - 84.5

Average 78.6 81.2 78.8

Table 1. Sources:
Government Structure: http://www.ci.minneapolis.mn.us, https://www.seattle.gov/, http://www.ci.richmond.ca.us/
Annual Operating Budget: 2019 Minneapolis Budget in Brief, Seattle Open Budget Website, 2019 Richmond Budget in 
Brief
Population, Race and Hispanic Origin, Income and Poverty: www.census.gov/quickfacts
Life Expectancy: www.cityhealthdashboard.com

http://www.ci.minneapolis.mn.us, https://www.seattle.gov/, http://www.ci.richmond.ca.us/
http://www.minneapolismn.gov/www/groups/public/@finance/documents/webcontent/wcmsp-217478.pdf
https://openbudget.seattle.gov/#!/year/default
http://www.ci.richmond.ca.us/DocumentCenter/View/47540/FY2018-19-Budget-In-Brief-Web-Version
http://www.ci.richmond.ca.us/DocumentCenter/View/47540/FY2018-19-Budget-In-Brief-Web-Version
http://www.census.gov/quickfacts
http://www.cityhealthdashboard.com


The Long Road to the “All” of  HiAP Calloway

4

all policies 2) internal strategic plans, action plans, 
committees and task forces that operationalize 
healthy and equitable decision-making within the 
local government 3) inclusive and representative 
community engagement that has demonstrably 
shaped planning or budgeting decisions 4) 
comprehensive plans or similar long-range, multi-
sector planning documents where health or equity 
are fundamental guiding principles 5) health and 
equity data which is used to inform planning 
processes or track progress 6) health or equity-driven 
prioritization of capital investments or budgeting. 

For this review, we identify the genesis of each case 
study initiative and present how each initiative 
evolved over time. We highlight some of the key plan 
and policy milestones in each community. We map 
the processes they went through as their initiatives 

spread across government departments and agencies 
over time. We summarize the resulting plans and 
policy changes each community has adopted to date. 
We show how they are tracking success. And we give 
some examples of how their HiAP initiatives have 
guided decisions or resulted in healthy and equitable 
investments. 

We also flag where, at different points in their 
journeys, each community has employed the 
following five key strategies for effectively adopting 
and implementing HiAP (ChangeLab Solutions, 2015): 

These key strategies were originally identified by 
interviewing a dozen communities and reviewing 
policies used to guide such initiatives. These strategies 
do not need to occur in a specific order. This is in part 
because individual planning and policy processes are 

• [Convene & Collaborate]: This involves meeting, communicating, and exchanging health-promoting 
ideas, resources, and programs between departments, agencies, institutions, and partners

• [Engage & Envision]: This involves engage communities in public discussions to define what it means 
to be a healthy, equitable community by describing what success looks like and specifying the health 
equity outcomes the community is trying to achieve.

• [Make a Plan]: This involves coming to a shared understanding of the barriers to and opportunities 
for health in a community and establishing strategies, policies, and actions to remove barriers and 
leverage opportunities to achieve the community’s vision. 

• [Invest in Change]: This involves looking for ways to save, repurpose, combine, and attract new 
resources to operationalize HiAP and fund plan implementation. 

• [Track Progress]: This involves gathering and analyzing data to evaluate and report on progress toward 
planned outcomes.

Figure 1. Five Key Strategies for communities to adapt and implement HiAP

(ChangeLab Solutions, 2015)



The Long Road to the “All” of  HiAP Calloway

5

not always linear. It is also because HiAP initiatives 
can involve many different planning, policy, and 
implementation actions that are at different phases 
and are being worked on across multiple departments 
simultaneously. As a result, different planning, policy, 
and implementation actions could be employing 
different strategies at any given time.  However, we 
do believe that all five strategies must ultimately be 
employed for a HiAP initiative to be successful. This 
review shows that each community has employed all 
five of these strategies at multiple points during their 
initiatives. 

[NOTE: this review attempted to highlight major 
milestones of each community’s HiAP journey to 
date. There are likely additional healthy, equitable 
plans and policies or collaborations with other state, 
regional, and local agencies that have been completed 
in these communities but are not included below]

Minneapolis, Minnesota

2008 Our review of Minneapolis’ journey toward 
health in all policies begins in May 2008 
when racial disparities data related to the 
City of Minneapolis Employment and Training 
Program led the City Council - through 
Resolution 2008R-184 - to participate in 
a Joint City of Minneapolis and Hennepin 
County “Racial Disparities in Employment 
Steering Committee” (Minneapolis City 
Council, 2008). [convene & collaborate] This 
resolution and steering committee had a 
relatively narrow charge (racial disparities in 
employment) and it did not explicitly focus 
on health outcomes. However, by focusing on 
concentrations of poverty and unemployment 
localized in neighborhoods of color, it 
established a trajectory which would ultimate 
intersect with policies addressing the social 
determinants of health.

2012 By 2012, the City had updated its 
Sustainability Indicators and Targets to 

include eliminating racial disparities in 
employment for Minneapolis residents 
(Gordon, n.d.). [track progress] This action 
was informed in part the Minneapolis 
Foundation, which released a report with 
racial, education, jobs, housing, and other 
data which “shines a light on the shocking 
and unacceptable differences in how 
Minneapolis residents are faring on the 
most essential indicators of a healthy and 
productive life” (Minneapolis Department 
of Civil Rights, 2011). [track progress] In an 
attempt to address these challenges, the 
Minneapolis Foundation convened a One 
Minneapolis Call to Action conference to 
begin a conversation about how to address 
disparities in the city. [convene & collaborate]

 
[NOTE re: 5 Key Strategies - In Minneapolis, 
although a vision and plan had not yet been 
established, tracking and evaluating data was 
an effective way to influence decisionmakers 
about the importance of the initiative]

2012 The Minneapolis Foundation report and the 
Racial Disparities in Employment Steering 
Committee’s work had uncovered the role 
of institutional racism in driving inequity. 
This understanding led the City to declare - 
through Resolution (2012-456) Supporting 
Equity in Employment in Minneapolis and the 
Region - that institutional racism is a problem 
in Minneapolis and called on City government 
to “lead by example” and use a racial equity 
framework to inform City budget, policy and 
program decisions” (Gordon, n.d.). 

This racial disparity work was beginning 
to converge with the Health Department’s 
increasing involvement with the City’s place-
based policy and planning activities. For 
example, in 2012, the Health Department 
prepared a Health Impact Assessment (HIA) 
for the Park and Recreation Board’s Above 

http://minneapolismn.gov/www/groups/public/@council/documents/proceedings/wcms1q-070143.pdf
http://www.minneapolismn.gov/www/groups/public/@cped/documents/webcontent/wcms1p-109092.pdf
https://www.minneapolisparks.org/_asset/pxm4rh/atf_masterplan_draft.pdf


The Long Road to the “All” of  HiAP Calloway

6

the Falls: Master Plan for the Upper River 
in Minneapolis (Department of Health and 
Family Support, City of Minneapolis, 2012). 
[track progress] And, “in fall 2013, the [City’s] 
Public Health Advisory Committee (PHAC) 
engaged in a prioritizing activity to better 
align its discussions, actions, and efforts with 
the Minneapolis Health Department and City 
of Minneapolis goals” (Health Department, 
City of Minneapolis, 2015). [make a plan] That 
process yielded housing and homelessness 
as one of six priorities (Health Department, 
City of Minneapolis, 2015). In the short term, 
this led to a meeting between the Residential 
Finance Manager from the City’s Community 
Planning & Economic Development office 
and the City Council’s Public Health Policy & 
Planning Sub-committee in order to discuss 
housing policies, funding, and development 
(Health Department, City of Minneapolis, 
2015). [convene & collaborate] In the longer 
term, this focus on housing would create 
multiple points of alignment with policies and 
actions in the City’s upcoming Comprehensive 
Plan update.

2014 As the City’s commitment to racial equity 
expanded beyond employment, the City 
began to review its own historic policy 
context of institutional discrimination. This 
included studying best practices from other 
communities about how to address racial 
equity (City of Minneapolis, n.d.b). 

By April 2014, the ideas and concepts the City 
had learned up to this point were reflected 
in a new City vision and set of adopted goals 
and strategic direction which were drafted 
with Public Health Department participation 
as well as broad public comment. [engage 
& envision] These now included values of 
both Equity (fair and just opportunities and 
outcomes for all people) and Health (the well-
being of people and our environment) as well 

as the goal that disparities are eliminated so 
all Minneapolis residents can participate and 
prosper (City of Minneapolis, 2019b). 

Each department was directed to use 
these goals, strategic directions and values 
to create individual business plans (City 
of Minneapolis, n.d.d). [make a plan] For 
example, the Community Planning and 
Economic Development Department Business 
Plan includes a visions to “address equity 
in the planning process through effective 
and meaningful public processes” and 
“proactive coordination on planning efforts 
with the City’s Public Works Department 
and with the Park Board, School District, 
Police Department, Health Department, and 
other interested organizations” (Community 
Planning & Economic Development, City of 
Minneapolis, n.d.). 

[NOTE re: 5 Key Strategies - Once Minneapolis 
had convened, collaborated, and reviewed 
data to define the problem as well as 
engaged the community to establish a vision, 
the City made an internal plan for how to 
operationalize the initiative]

2015 By 2015, conversations such as a One 
Minneapolis discussion about what was 
working and what wasn’t made it clear that 
more guidance was needed for departments 
to incorporate racial equity principles into 
their operations, programs, services and 
policies (City of Minneapolis, 2015). To 
provide this guidance, the City established a 
dedicated Division of Race and Equity within 
the Office of the City Coordinator (21 M.M., § 
10). [convene & collaborate]

2016 With health and equity now fully committed 
to, Minneapolis began to see changes 
to their internal policies and protocols 
that guide government processes across 

https://www.minneapolisparks.org/_asset/pxm4rh/atf_masterplan_draft.pdf
https://www.minneapolisparks.org/_asset/pxm4rh/atf_masterplan_draft.pdf
http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcmsp-212813.pdf
http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcmsp-212813.pdf
http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcmsp-212813.pdf


The Long Road to the “All” of  HiAP Calloway

7

city departments. For example, a critical 
component of integrating health and equity 
in all policies is community engagement and 
in January 2016 the City’s Neighborhood & 
Community Relations Department released a 
Blueprint for Equitable Engagement. This was 
“adopted by the City Council in May 2016 as 
a five-year plan to ensure an innovative and 
equitable engagement system for the City 
of Minneapolis” (Gordon, n.d.). [engage & 
envision]

2016 Perhaps Most importantly, in April 2016, 
the City Council “directed the Department 
of Community Planning and Economic 
Development (CPED) to update the policies 
of the City’s Comprehensive Plan in service 
to the values of growth and vitality, equity 
and racial justice, health and resilience, 
livability and connectedness, economic 
competitiveness, and good government” (City 
of Minneapolis, n.d.a). (emphasis added) 
[make a plan] The comprehensive plan 
update began with a significant amount of 
community engagement through a variety 
of methods designed to be inclusive and 
empowering. This included specific attention 
given to questions about health and an 
entire phase of engagement dedicated to 
equity as well as access to housing, jobs, and 
transportation equity. 

[NOTE re: 5 Key Strategies - Minneapolis used 
the comprehensive plan update process to 
make a plan for improving community health 
through policies across city departments]

2018 The processes followed a typical 
comprehensive planning timeline, taking a 
little over two years for the city to engage 
the community about big ideas [engage 
& envision], develop a policy framework, 
and prepare a draft plan [make a plan]. The 
City Council adopted the Minneapolis 2040 

Comprehensive Plan in December 2018. 
Health and equity, both major themes that 
came out of community engagement (City of 
Minneapolis, n.d.c.), are reflected in the 14 
goals (Minneapolis City Council, 2017) that 
are the foundation for the plan. The final plan 
includes 28 policies related to the “Health” 
goal and 39 policies related to the “Eliminate 
Disparities” goal.

Furthermore, the implementation chapter 
includes a range of actions intended to 
ensure the plan’s health and equity goals 
were realized. This includes identifying the 
health department as a key partner agency 
in many activities such as updating the 
Transportation Action Plan as well as making 
changes to the City’s housing ordinance, the 
proactive housing inspection program, capital 
improvement program funding process, and 
rezoning study. The implementation chapter 
also states the City’s decision to merge its 
recurring strategic planning process with its 
race and equity planning for the first time. 
The initial results of this alignment resulted 
in a set of goals and policies to operationalize 
equity which were adopted in 2018.

2019 Even through the Comprehensive Plan has 
an implementation chapter, the City needed 
more detailed guidance and action steps to 
operationalize the health and equity-related 
actions in that chapter. Toward this end, the 
City is currently in the process of developing 
a Strategic and Racial Equity Action Plan 
(SREAP). [make a plan]  “The Strategic and 
Racial Equity Action Plan builds on the City’s 
Comprehensive Plan and will inform the 
City’s budgets in 2020 and beyond” (City of 
Minneapolis, 2019a). “A small number of 
policy areas from the Comprehensive Plan 
will be selected as priorities for SREAP. These 
will provide guideposts to steer resource 
allocation across departments and inform 

http://www.minneapolismn.gov/www/groups/public/@ncr/documents/webcontent/wcmsp-187047.pdf
https://minneapolis2040.com
https://minneapolis2040.com
https://lims.minneapolismn.gov/Download/File/1933/Racial%20Equity%20Action%20Plan%20Enterprise%20Operational%20Polivies_Revised%20Dec%205%202018.pdf
https://lims.minneapolismn.gov/Download/File/1933/Racial%20Equity%20Action%20Plan%20Enterprise%20Operational%20Polivies_Revised%20Dec%205%202018.pdf


The Long Road to the “All” of  HiAP Calloway

8

policymaker decisions” (City of Minneapolis, 
2019a). The SREAP process started with 
a cross-department retreat [convene & 
collaborate] where participants rated all 97 
Comprehensive Plan policies to establish 
priorities. Policy priorities as of Jan 2019 
are public safety, housing, and economic 
development. The SREAP is in its final stages 
and looks to be on track for adoption at some 
point in 2019.

Integrating health and equity throughout 
the updated Comprehensive Plan was an 
important step in Minneapolis’ journey. Since 
the Comprehensive Plan has been adopted, 
the City has continued to expand health and 
equity in its policies. Two of the short-term 
priorities the City is pursuing with a health 
and equity perspective are transportation and 
housing. 

The housing priority is aligned with the 
SREAP’s prioritization of housing as well 
as the Health Department’s prioritization 
of housing dating back to 2014. According 
to the Comprehensive Plan, the first step 
was to make “incremental changes [to the 
City’s unified housing policy] as needed to 
implement comprehensive plan policies” and 
“explore new strategies and tools to create 
and preserve affordable housing throughout 
the city, such as inclusionary zoning and 
naturally occurring affordable housing 
(NOAH) preservation” (City of Minneapolis, 
2019c). The city prepared a series of reports 
in August-November 2018 which concluded 
that the City’s housing ordinance should be 
updated. Recommendations included tax 
increment financing policy and a program 
to support affordable housing requirements 
relating to the City’s interim Inclusionary 
Zoning Ordinance. In December 2018, the 
City adopted an amended and restated 

Unified Housing Policy (City of Minneapolis, 
2018). [invest in change] 
To address the transportation priority, the 
Public Works Department has started a 
Transportation Action Plan and related Vision 
Zero Action Plan to be completed in 2020. 
These plans will be built on the foundation of 
the Comprehensive Plan with health-aligned 
goals including climate, safety, and equity. 
[make a plan]

[NOTE re: 5 Key Strategies - Minneapolis’s 
initiative has included making multiple plans 
to: operationalize the initiative internally, 
improve community-wide health through 
policies across departments, and ensure 
health and equity goals are translated to 
implementation]

The City has created extensive health 
and equity policy infrastructure - which 
includes a racial justice resolution, 
committee, department, strategic plan, 
staff trainings, departmental business plans, 
and comprehensive plan. The power of 
having established this infrastructure can be 
seen when we turn our focus to the City’s 
budgeting process. [invest in change] The 
City convenes a Capital and Long Range 
Improvement Committee to evaluate capital 
requests and develop recommendations 
for the City’s Capital Improvement Program 
(City of Minneapolis, 2019e). The committee 
uses alignment with the City’s adopted 
vision, mission, values, and goals to evaluate 
proposed projects. In addition, projects 
must support the City’s comprehensive 
plan policies. Among other criteria, projects 
score well if they have previously been 
deemed as a high priority in plans (such as 
the comprehensive plan), if they achieve 
equity in service delivery, if they improve 
environmental health, and if they enhance 
quality of life in neighborhoods. 

http://www.minneapolismn.gov/cped/housing/cped_affordable_housing_resolution
http://www.minneapolismn.gov/cped/housing/cped_affordable_housing_resolution


The Long Road to the “All” of  HiAP Calloway

9

[NOTE re: 5 Key Strategies - Investing in 
change can include allocating budget 
differently. The Minneapolis Capital and Long 
Range Improvement Committee’s project 
evaluation process shows how changing 
decision-making processes can lead to 
increased investment in health and equity.]

Budgeting Process Outcomes: Highly rated 
capital improvement projects whose funding 
has been shaped by this process include: 
neighborhood parks rehabilitation with a 
2020-2024 budget of $24 mill; pedestrian and 
bike improvements including safe routes to 
school, protected bikeways, and special bike 
boulevards with a 2020-2024 budget of $18.6 
million (City of Minneapolis, 2019e). 

The City continues its pursuit of health and 
equity in all policies through its current policy 
work (City of Minneapolis, 2019d). 

Seattle, Washington

2005 Similar to the City of Minneapolis, Seattle’s 
HiAP journey began with a focus on race. 
Their Race and Social Justice Initiative (RSJI) 
[convene & collaborate] developed from 
narratives collected during Mayor Greg 
Nickels’ campaign in 2001 (Race and Social 
Justice Initiative, 2008). Over the course of 
the campaign, it was reaffirmed that certain 
populations in Seattle felt represented, 
while others did not, and Mayor Nickels 
found the one recurring factor was race. 
Beginning in 2005, the RSJI was developed to 
address race and social justice across all City 
departments in pursuit of racial equity. One 
of the initiative’s first actions was to require 
all City departments to implement work plans 
for how each department would address 
key indicators of racial and social injustice 
including: health, education, criminal justice, 
environment, and the economy (Race and 
Social Justice Initiative, 2008). [make a plan]

2009 From the beginning, the RSJI has guided its 
work through three-year strategic plans. 
[make a plan] Over the first three years, 
the initiative’s work concentrated on laying 
groundwork. This started with building an 
understanding of racial and social injustice 
across departments. It included establishing 
a management structure for the initiative 
by creating an Office of Civil Rights as the 
lead department as well as “change teams” 
within every other City department to guide 
implementation.[convene & collaborate] The 
City also began transforming its community 
engagement processes.[engage & envision] 
Executive Order 01-07 established a 
Translation and Interpretation Policy which 
required all City departments to translate 
government documents into all languages 
spoken by a substantial number of Seattle 
residents. The City also developed a new 
Outreach and Public Engagement Policy. This 
policy requires departments to designate 
liaisons to coordinate and implement 
inclusive public engagement. Furthermore, 
the City created a Racial Equity Toolkit for 
all departments to use to assess policies, 
initiatives, programs, and budget issues.
[invest in change] As a result of this early 
work, racial disparities considerations began 
shaping the practices and policies of various 
departments including human services, 
housing, and public utilities (Race and Social 
Justice Initiative, 2008). 

[NOTE re: 5 Key Strategies - Investing in 
change includes changing internal protocols. 
In Seattle, an early investment involved 
creating toolkits to help staff integrate 
race and equity considerations into their 
decisionmaking processes]

The 2009-2011 RSJI Strategic Plan focused 
on reducing disparities within the City as an 
organization, strengthening community and 

https://www.seattle.gov/Documents/Departments/RSJI/RSJI-2008-OVERVIEW-Executive-Summary.pdf
https://www.seattle.gov/Documents/Departments/OIRA/Seattle_Executive_Order_01-07_0.pdf
https://www.seattle.gov/Documents/Departments/ParksAndRecreation/Business/RFPs/Attachment5%20_InclusiveOutreachandPublicEngagement.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RacialEquityToolkit_FINAL_August2012.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-2008-LOOKING-BACK-MOVING-FORWARD-Full%20Report-Final.pdf


The Long Road to the “All” of  HiAP Calloway

10

access to services, and beginning to develop 
a shared vision and a collaborative action 
plan to achieve racial equity (Race and Social 
Justice Initiative, 2008). 

Although the city had taken initial steps 
toward building up the internal infrastructure 
necessary to plan for and address racial and 
social justice, they had still not successfully 
integrated health or equity into many city 
policies. So, the City Council re-affirmed the 
City’s commitment – through Resolution No. 
31164, adopted on November 30, 2009 - to 
racial and social equity and re-directed all City 
departments to assist in eliminating racial and 
social disparities (Simmons, 2019). 

2012 Following an assessment involving over 40 
community meetings and a roundtable with 
25 Seattle institutions and organizations 
[engage & envision], the 2012-2014 RSJI 
Strategic Plan showed positive progress 
over the previous three years in equitable 
contracting, expanded and inclusive public 
engagement, and internal training and 
education.[track progress] Priorities for 
the next three years included the need 
to improve coordination and linkages 
both between city departments and the 
community, and to make better use of data 
to measure progress (Racial & Social Justice 
Initiative, City of Seattle Office for Civil Rights, 
n.d.b).

 
The City’s state-mandated deadline for a 
major review of its comprehensive plan was 
approaching in 2015. We will see how this 
provided an excellent opportunity to improve 
coordination and linkages both between 
City departments and the community by 
integrating equity and health into the new 
comprehensive plan.[make a plan] In 2011, 
the City began early community engagement 
to scope the comprehensive plan update. 

[engage & envision] By March – May 2012, 
the City had an initial Public Engagement 
Report. Health and equity-related themes 
identified in this initial public outreach 
report included: building healthy, complete 
communities; policies related to the City’s 
Climate Action Plan; and policies that 
encourage equitable access to healthy food 
(City of Seattle, Department of Planning and 
Development, 2012). However, the report 
also provides an example of the challenge of 
coordinating health, equity, and social justice 
concerns across city activities. The report 
shows that racial and social justice was not 
included in the initial questionnaire sent to 
the public. Despite this, it did come up as an 
additional community-suggested item.

2014 After a round of project planning and 
research, the City initiated the plan update 
process. The City took the next few years 
to translate the community’s core values 
of race and social equity, environmental 
stewardship, community, quality of life, and 
economic opportunity and security into a 
comprehensive plan document. As the City 
drafted the plan, it used the City’s Racial 
Equity Toolkit and drew from the values in 
the RSJI and Equity & Environment Initiative 
(EEI). It attempted to integrate health and 
equity principles across the plan’s various 
elements through issues such as access 
to jobs, education, healthy foods, parks, 
and affordable housing. These concepts 
are reflected in both the citywide planning 
sections and individual neighborhood 
plans. Tying it all together is a strategy 
which concentrates growth, development, 
and investment in select “Urban Villages” 
(note that the urban villages strategy has its 
origins in Washington State’s 1990 Growth 
Management Act). 

http://clerk.seattle.gov/search/results?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G
http://clerk.seattle.gov/search/results?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-Three-Year-Plan_2012-14.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-Three-Year-Plan_2012-14.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanReportonPubilcEngagement.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanReportonPubilcEngagement.pdf
https://www.seattle.gov/environment/equity-and-environment/equity-and-environment-initiative
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/CouncilAdopted2016_CitywidePlanning.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/CouncilAdopted2016_NeighborhoodPlanning.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/CouncilAdopted2016_NeighborhoodPlanning.pdf


The Long Road to the “All” of  HiAP Calloway

11

2015 At this time, the RSJI had achieved clear 
successes since the 2012 strategic plan, such 
as using the Racial Equity Toolkit to shape 
the Comprehensive Plan update process. 
The 2015-2017 RSJI Strategic Plan also 
highlighted the challenges and slow pace 
that policy, systems, and environmental 
change can move.[track progress] Generally, 
the City was still struggling to see consistent 
implementation and measurement of the 
RSJI’s equity tools and processes across 
departments (Race and Social Justice 
Initiative, Seattle Office for Civil Rights, n.d.a). 

[NOTE re: 5 Key Strategies - The way that 
Seattle has tracked progress through three-
year strategic plans has allowed them to 
systematically build on successes and address 
gaps or barriers to implementation as their 
initiative has progressed]

 
However, Seattle’s work on the 
comprehensive plan update seems to 
have been somewhat of a tipping point for 
their efforts to integrate racial and social 
justice and health equity in policies across 
departments.  Building the comprehensive 
plan on fundamental themes of racial and 
social justice and health required the City to 
engage in a wide range of analyses and to 
develop a suite of reports and plans to work 
in parallel with the comprehensive plan.

 
First, in response to feedback received during 
community outreach, City Council passed 
Resolution 31577 in May 2015 to confirm 
that the city’s core value of race and social 
equity is one of the foundations on which 
the comprehensive plan is built (Office of 
Planning and Community Development, City 
of Seattle, 2016). This resolution also required 
an additional Equity Analysis and Growth & 
Equity Analysis of the draft comprehensive 
plan. These analyses identify how the 

Comprehensive Plan’s growth scenario - as 
presented in the Environmental Impact 
Statement - could positively or negatively 
impact marginalized populations. The 
analyses also include potential strategies to 
mitigate negative outcomes. 

[NOTE re: 5 Key Strategies - It is not 
uncommon to encounter sticking points in 
the process of making a plan. Engaging and 
envisioning, convening and collaborating or, 
as Seattle did, tracking and analyzing data are 
all strategies that can help get through these 
sticking points]

 
Another action that emerged during the 
comprehensive planning process, the Office 
of Sustainability & Environment initiated 
an Equity & Environment Initiative (EEI) in 
April 2015.[convene & collaborate] Many 
communities negatively impacted by the 
environment are also underrepresented 
communities with significant health 
disparities and poor health outcomes so 
the City established the EEI to connect 
the City’s race and social justice work with 
environmental justice. The EEI began by 
establishing an Equity & Environment Agenda 
(2015-2016) which sets a framework with 
goals and strategies to achieve environmental 
justice in Seattle.[make a plan]

The City’s RSJI, work on the comprehensive 
plan update, and the EEI all converged when 
the City focused on the Duwamish River 
Valley. In Feb 2015 The City established an 
interdepartmental Duwamish Valley Action 
Team. [convene & collaborate] The team 
was led by the Office of Sustainability & 
Environment (OSE) and the Office of Planning 
& Community Development (OPCD) and 
included 16 other City departments, including 
Public Health – Seattle & King County (PHSKC) 
& Seattle Human Services Department (HSD). 

https://www.seattle.gov/Documents/Departments/RSJI/rsji-2015-2017-plan.pdf
https://seattle.legistar.com/View.ashx?M=F&ID=3859422&GUID=256D2F78-E2B3-4E1D-96A8-3214FBC4FD4B
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/2035EquityAnalysisSummary.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/FinalGrowthandEquityAnalysis.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/FinalGrowthandEquityAnalysis.pdf
https://www.seattle.gov/environment/equity-and-environment/equity-and-environment-initiative
https://www.seattle.gov/Documents/Departments/Environment/EnvironmentalEquity/SeattleEquityAgenda.pdf


The Long Road to the “All” of  HiAP Calloway

12

The team was tasked to better align and 
coordinate efforts to advance environmental 
justice, address racial and neighborhood-
level disparities, reduce health inequities, 
build community capacity, create stronger 
economic pathways and opportunity, and 
build trust in government among residents of 
the Duwamish Valley area of the City. 

2016 After four years of work involving all City 
departments, consultants, community 
groups, residents and stakeholders, two 
rounds of community engagement as well 
as an additional growth and equity analysis 
and a health and equity analysis, the City 
adopted the Seattle 2035 Comprehensive 
Plan in October 2016 (City of Seattle, Office of 
Planning and Community Development, n.d.). 
The amount of cross-departmental work 
surrounding the Comprehensive Plan update 
resulted in significantly increased alignment 
between departments and increased 
integration of health and equity in plans 
and policies. This work resulted in a suite of 
reports, plans, and policies to implement, 
build off, or evaluate the comprehensive plan.

For example, The Seattle and King County 
Public Health Department released a 
Health & Equity Assessment as part of the 
King County Public Health and Equity in 
Comprehensive Planning project.[track 
progress]  The objective of the assessment 
was to identify and analyze health and 
equity disparities in the City in response 
to significant population growth and to 
ensure all residents can reach their full 
potential. Using the assessment’s findings, 
the Public Health Department provides 
policy recommendations to reduce inequities 
among certain populations that negatively 
impact health, such as access to health care, 
limited food choices, and home ownership. 
These recommendations are connected 

to specific City and County plans, like the 
Comprehensive Plan, and existing programs 
and initiatives.

In addition, similar to Minneapolis, the 
City developed documents to provide 
more detailed and actionable guidance 
to implement the comprehensive plan. In 
April 2016, the City released an Equitable 
Development Implementation Plan with 
strategies to prioritize public investments, 
policies, and programs in locations that 
will reduce disparities while avoiding 
displacement. That was followed in June 
2016 by an Equitable Development Financial 
Investment Plan which outlines key initiatives 
the City is undertaking toward racial equity.
[invest in change]

[NOTE re: 5 Key Strategies – It is common 
for comprehensive plans and other 
planning documents to be supplemented by 
implementation plans. Implementation plans 
- such as Seattle’s equitable development 
and equitable financial investment plans - are 
good ways to ensure the community invests 
in the changes that are committed to in other 
planning and policy documents]

Equitable Development Financial Investment 
Plan Outcomes: The plan provides detailed 
workplans for Equitable Development Projects 
that have been prioritized by and are driven 
by the community. These projects are in 
neighborhoods with high levels of chronic and 
recent displacement risk as well as a history 
of disinvestment and are intended to mitigate 
further displacement and increase access to 
opportunity. Each project has been allocated 
at least $40k from the City with some able to 
leverage up to multiple millions of dollars of 
outside funding for activities such as feasibility 
studies and site acquisition to help these 
projects proceed. 

https://www.psrc.org/vision-2040-documents
https://www.psrc.org/vision-2040-documents
http://www.futurewise.org/assets/reports/SeattleHEA.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EDIImpPlan042916final.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EDIImpPlan042916final.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EquitableDevelopmentFinancialStrategy.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EquitableDevelopmentFinancialStrategy.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EquitableDevelopmentFinancialStrategy.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/EquitableDevelopmentFinancialStrategy.pdf


The Long Road to the “All” of  HiAP Calloway

13

2017 Growing out of the EEI, the City stablished 
an Environmental Justice Committee in 2017. 
[convene & collaborate] This committee 
provides a space for those most-affected 
by environmental inequities to have 
ownership of Equity & Environment Agenda 
implementation. It also provides another 
opportunity for connections between City 
departments as well between government 
and community-based action.

2018 An early action that the Department 
of Transportation has taken towards 
implementing the comprehensive plan’s 
goals of health and equity has been to 
develop a Transportation Equity Program 
(January 2018). This program is intended to 
“provides safe, environmentally sustainable, 
accessible, and affordable transportation” 
to underrepresented communities, to build 
healthier communities, and to mitigate racial 
disparities in the City. Through Resolution No. 
31773 (January 2018) the Seattle City Council 
affirmed its commitment to racial equity 
and social justice through the work of the 
Department’s Transportation Equity Program.

 
After three years of work, the Duwamish 
Interdepartmental Team released its first 
Duwamish Valley Action Plan in June 2018. 
This Action Plan builds on the implementation 
plan of the EEI and works with communities 
“most affected by inequities and disparities 
in health, education, opportunity, and access 
to beautiful green spaces.” The Action Plan 
seeks to coordinate with City efforts to 
reduce health inequities, which is just one of 
many other objectives aligning with the RSJI 
and EEI work.

Duwamish Valley Action Plan Outcomes 
[invest in change]: During the two years the 
Plan was in development, the City took 50 
actions to address community priorities, 

show responsiveness, and build trust such as 
through a tree canopy improvement program; 
$50,000 to convert an underutilized area of an 
elementary school into a pollinator garden; 
$23,000 to increase fresh food availability; 
construction of high priority Shoreline Street 
End improvement projects; $10,000 to 
improve parks amenities, and bus service 
changes and improvements. The Plan also 
specifies over $26 million of approved funding 
to take over 130 mid-term actions to pursue 37 
opportunities toward a healthy environment, 
parks and open spaces, community capacity, 
mobility and transportation, economic 
opportunity and jobs, affordable housing, and 
public safety.

 
In order to track progress toward Seattle’s 
long range planning goals, the City completed 
an Urban Village Indicators Report in 
June 2018.[track progress] This report 
monitors growth and progress toward the 
implementation of the Comprehensive Plan 
in urban centers and villages. The report 
is broken into three sections: growth, 
affordability, and livability. All components 
of the report further address equitable 
development to ensure a healthy Seattle. 
Health specific indicators include access to 
transportation and parks, because transit is 
important to a healthy life and access to parks 
promotes health and wellbeing. 

Urban Village Indicators Report Outcomes 
[track progress]: Because this is the first report, 
it primarily establishes a baseline and not 
many conclusions can be drawn yet. However, 
the report finds that, despite housing and 
employment growing faster than anticipated 
during the initial years of the planning period, 
housing is still a burdensome cost for low-
income households. 

https://www.seattle.gov/transportation/projects-and-programs/programs/transportation-equity-program
https://seattle.legistar.com/View.ashx?M=F&ID=5779419&GUID=77DAE9D9-E60D-4DC9-A267-ACD51F4FFEE8
https://seattle.legistar.com/View.ashx?M=F&ID=5779419&GUID=77DAE9D9-E60D-4DC9-A267-ACD51F4FFEE8
http://greenspace.seattle.gov/wp-content/uploads/2018/06/DuwamishValleyActionPlan_June2018.pdf
http://greenspace.seattle.gov/wp-content/uploads/2018/06/DuwamishValleyActionPlan_June2018.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/OPCD Comprehensive Plan Urban Village Indicators Monitoring Rpt 6 26 2018 w_pg 47 corr.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/OPCD Comprehensive Plan Urban Village Indicators Monitoring Rpt 6 26 2018 w_pg 47 corr.pdf


The Long Road to the “All” of  HiAP Calloway

14

2019 Some of the most recent information 
about Seattle’s progress can be found in 
the City’s Environmental Progress Report.
[track progress]  This report tracks the City’s 
climate and environmental goals developed 
to support healthy people, communities, and 
natural environment. Progress is tracked in 
the categories of climate change, buildings 
and energy, transportation, food access, trees 
and green space, healthy environment, and 
environmental justice. Specifically, the report 
presents indicators of the successes of other 
City agendas in addition to frameworks like 
the RSJI, how all those frameworks align with 
broader environmental goals, and areas open 
for improvement. 

Environmental Progress Report Outcomes 
[track progress]: Food: Seattle’s Fresh Bucks 
Program was used four times more in 2018 
over 2014 and the percent of participants who 
are people of color increased 23% between 
2017 and 2018 - Transportation: transit 
ridership grew by 33% and drive alone rate 
decreased by 25% between 2010 and 2018; 
bicycle and pedestrian volumes increased 
by between 62%-64% from 2011 to 2018 - 
Parks: In priority neighborhoods, the city 
dedicated 3 new parks in 2018 with 14 more 
in development.[invest in change].

2019 The 2019-2021 RSJI Strategic Plan focuses on 
further refining, improving, strengthening, 
and expanding on the work done over the 
past 10 years of the initiative (Racial & Social 
Justice Initiative, City of Seattle Office for Civil 
Rights, n.d.). 
[NOTE re: 5 Key Strategies - Tracking progress 
is about more than gathering and analyzing 
data. Reporting on progress is also important 
both for accountability and to communicate 
HiAP successes to elected officials and the 
general public]

Richmond, California

2005 Unlike Minneapolis and Seattle, Richmond’s 
road to HiAP began by building directly off a 
General Plan update (aka a comprehensive 
plan). With a General Plan that dated back 
to 1994, the Richmond City Council formally 
launched a general plan update process in 
2005 (City of Richmond, n.d.). 

From the beginning, the City decided it would 
supplement the General Plan update with a 
Community Health and Wellness element. 
This would make the City the first jurisdiction 
in California to incorporate a Community 
Health and Wellness Element (CHWE) into 
its general plan. The City received grant 
funding from The California Endowment for 
this supplemental effort. The City created a 
Technical Advisory Committee consisting of all 
City department heads as well as a Technical 
Advisory Group with academic, community, 
and public agency representatives including 
Contra Costa Health Services. [convene & 
collaborate] 

2006 The City began analyzing and understanding 
the needs and conditions surrounding 
health equity through a series of community 
meetings.[engage & envision] This existing 
health conditions analysis culminated in an 
Issues & Opportunities Paper on Community 
Health and Wellness completed in 2007 (City 
of Richmond, n.d.). 

[NOTE re: 5 Key Strategies - While the 5 key 
strategies are not always done in a particular 
order, engaging and envisioning should 
generally be done early and often when 
making a plan.]

2008 In order to identify promising frameworks 
and strategies to organize the CHWE, 
build staff awareness and capacity, draw 
connections to health with other sections 

https://www.seattle.gov/environment/environmental-progress
https://www.seattle.gov/environment/environmental-progress
https://www.freshbuckseattle.org/
https://www.freshbuckseattle.org/
https://www.seattle.gov/Documents/Departments/RSJI/18-21_RSJI_Strategic_Plan_4.6.19_FINAL.pdf


The Long Road to the “All” of  HiAP Calloway

15

of the General Plan, and build partnerships 
to ensure effective plan implementation, 
the City launched a CHWE implementation 
planning and pilot program team in 2008 
(Mclean, Wilson, and Kent, 2011). [convene 
& collaborate] The team identified four 
strategies for the CHWE to pursue [make a 
plan] 1) operationalize health and equity in 
the regular processes, daily practices, and 
ongoing policies of the City of Richmond 
2) improve the physical environments in 
Richmond to improve health choices and 
outcomes and reduce disparities 3) track and 
monitor changes in community and health 
conditions 4) engage the community to 
ensure relevance and impact.

2009 The team also piloted frameworks and 
strategies from the in process CHWE to test 
approaches and build partnerships. This 
included working with the West Contra Costa 
Unified School District and engaging the 
community on safe routes to school in the 
City’s the Iron Triangle and Belding Woods 
neighborhoods (City of Richmond, 2015), City 
of Richmond, 2013).

2010 Similar to Seattle, preparing the CHWE 
required Richmond to engage in a wide 
range of analyses and to develop a suite of 
reports and plans to implement the General 
Plan. Much of this work occurred in parallel 
with the broader General Plan update. For 
example, in December 2010 the City adopted 
a Parks Master Plan and in November 2011 
the City adopted a Bicycle Master Plan and 
Pedestrian Plan. These plans involved a 
health-oriented parks survey conducted 
by youth, pedestrian and bicycle safety 
assessments, community engagement, and 
cross-department coordination. Each plan is 
aligned with and informed by the health and 
equity goals of the CHWE.

2011 The City established an interagency CHWE 
Implementation Data Working Group, 
[convene & collaborate] to determine 
how to track CHHWE implementation. The 
group included staff from the Richmond 
City Manager’s Office, Contra Costa Health 
Services, and PolicyLink. The CHWE Data 
Working Group was part of the larger 
Richmond CHWE Implementation Launch 
Team, which included staff from the City of 
Richmond Planning and Building Services, the 
City of Richmond Redevelopment Agency, 
Contra Costa Health Services Public Health 
Division, the University of California at 
Berkeley, and MIG, Inc. In December 2011 
the working group completed a Health in All 
Policies, Health Data in All Decisions Report. 
The report includes recommendations on 
indicators and data collection in order to 
support tracking progress toward the CHWE’s 
goals. [track progress]

[NOTE re: 5 Key Strategies - Convening 
and collaborating is not an independent 
strategy. Richmond’s interagency CHWE 
Implementation Data Working Group shows 
how convening and collaborating was an 
integral part of tracking progress.]

2012 After nine years of work involving all City 
departments, consultants, community 
groups, residents and stakeholders, 
extensive community engagement, and a 
set of supplemental plans and reports, the 
City adopted the Richmond General Plan 
2030 including the Community Health and 
Wellness Element in April 2012. The CHWE 
addresses 10 determinants that impact 
healthy living and how to best support the 
community to reduce health disparities: 

The adopted CHWE immediately began 
shaping city policy processes and decision-
making. For example, in parallel with, but not 

https://www.ci.richmond.ca.us/DocumentCenter/View/7196/NEW-Richmond-Parks-Master-Plan-Dec-22-2010?bidId=
https://www.ci.richmond.ca.us/2739/Bicycle-Master-Plan
https://www.ci.richmond.ca.us/2738/Pedestrian-Plan
http://www.ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=
http://www.ci.richmond.ca.us/2608/General-Plan-2030
http://www.ci.richmond.ca.us/2608/General-Plan-2030
http://www.ci.richmond.ca.us/DocumentCenter/View/8579/Health-and-Wellness-Element?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8579/Health-and-Wellness-Element?bidId=


The Long Road to the “All” of  HiAP Calloway

16

directly connected to Richmond’s General 
Plan update, the City had been working on 
Richmond Livable Corridors, a form-based 
code for several commercial corridors and 
surrounding areas. From 2012 to 2014, the 
City worked in coordination with Contra 
Costa Health Services (CCHS) to prepare 
Toward a Healthier Richmond. This report 
presented health issues and preliminary 
recommendations for the Richmond Livable 
Corridors Project Area followed by a Health 
Impact Assessment (HIA) of the code. The 
report and HIA present recommendations to 
improve health through topics that will be 
most directly influenced by the new code. 
The HIA also found the code may create new 
health inequities, such as affordability and air 
quality, which will be critical to track moving 
forward.

Individual projects such as the Richmond 
Livable Corridors HIA are important. But in 
order to more systematically operationalize 
the vision of health established in the CHWE, 
the City began developing processes to 
implement health in policies beyond the 
comprehensive plan. In March 2012 the City 
established the Richmond Health Equity 
Partnership (RHEP).[convene & collaborate] 
The RHEP brings together the City, West 
Contra Costa Unified School District, Contra 
Costa Health Services, and community 
partners and organizations to advance health 
equity in the City. The Partnership achieves 
this goal through three strategies, with one 
strategy being HiAP. 

2013 The RHEP released a Health in All Policies 
Strategy in 2013.[make a plan] This strategy 
provides guidance for integrating health and 

Figure 2. Community Factors Addresses by the Richmond Health and Wellness
Element

Graphic by MIG, Inc.

http://www.ci.richmond.ca.us/DocumentCenter/View/27685/RLC_FBC_PublicDraft_061813_LowRes_Rev9-25-2013?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/9060/Toward-a-Healthier-Richmond?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/30781/RLC---Richmond-Livable-Cooridors-FINAL-7-30-14-2?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/30781/RLC---Richmond-Livable-Cooridors-FINAL-7-30-14-2?bidId=
http://www.ci.richmond.ca.us/2574/Richmond-Health-Equity-Partnership-RHEP
http://www.ci.richmond.ca.us/2574/Richmond-Health-Equity-Partnership-RHEP
http://www.ci.richmond.ca.us/DocumentCenter/View/28771/Attachment-2---HiAP-Strategy?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/28771/Attachment-2---HiAP-Strategy?bidId=


The Long Road to the “All” of  HiAP Calloway

17

equity in city decisions from budgeting to 
parks and from engineering to partnerships 
with community-based organizations (City 
of Richmond, 2014) The RHEP has also 
prepared a Health Equity Report Card, which 
establishes a baseline to measure Richmond’s 
progress towards a more equitable city.[track 
progress]

2015 To effectively implement and maintain health 
in all policies, the City passed Ordinance No. 
27-15 N.S. (adopted December 2015). Among 
other actions, this ordinance establishes an 
interdepartmental Health in All Policies Team 
with representatives from every department. 
[convene & collaborate] It also requires a tri-
annual report on the status of health, health 
equity, and progress toward HiAP in the City 
of Richmond.

[NOTE re: 5 Key Strategies – Early in the 
process of pursuing HiAP, convening & 
collaborating may be more informal or tied 
to individual projects. Establishing an official 
interdepartmental Health in All Policies Team 
is a good way to ensure early wins lead to 
sustainable convening & collaborating over 
time.]

The City’s first HiAP Report was released in 
2015 The report provides an overview of how 
HiAP is making an impact at the level of City 
government as well as actions the City has 
taken to implement the HiAP Strategy.[track 
progress]

HiAP Report Investments [invest in change]: 

• The City’s focus on health through 
climate change helped it secure $5.1 mill 
in California Senate Bill No.375 funds 
for affordable senior housing and creek 
restoration. 

• The HiAP initiative’s focus on violence 

as a health issue has led to a city budget 
increase for the Office of Neighborhood 
safety.

• Eight park improvement projects were 
completed in underserved communities 
with an additional $6 mill secured for 
three additional community-driven park 
projects. 

• The City approved $3 mill in social impact 
bonds to rehabilitate vacant properties 
for future sale to low-income residents, 
the City brought the Community Air 
Monitoring System online.

HiAP Report Outcomes [invest in change]: 

• The City exceeded its regional housing 
needs allocation for the past two cycles. 

• Homicides in 2014 were the lowest in the 
City in 40 years. [track progress] 

• Finally, based on surveys before and after 
the HiAP ordinance, residents felt City 
services, such as parks, police, street 
lighting, affordable and quality housing, 
and recreation programs, positively 
impacted health more after the ordinance 
was adopted. Across ten City services, 
resident ratings increased between 16% 
and 33%. 

2019 Capital Improvement Program Outcomes 
[invest in change]: Richmond’s most recent 
Capital Improvement Program (CIP) reflects 
priorities and projects that are a direct result 
of the City’s healthy planning and HiAP 
initiatives. For example, the CHWE pilot work 
done in the Iron Triangle neighborhood in 
2009 grew into the Yellow Brick Road: Iron 
Triangle Walkable Neighborhood Plan, which 
was adopted in 2015. As of 2019, the City has 
allocated $7.3 mill in its Capital Improvement 
Program for projects that are part of this 
neighborhood plan.

https://cchealth.org/health-data/pdf/Richmond-Health-Equity-Report-Card-Full.pdf
http://www.ci.richmond.ca.us/ArchiveCenter/ViewFile/Item/6999
http://www.ci.richmond.ca.us/ArchiveCenter/ViewFile/Item/6999
http://www.ci.richmond.ca.us/DocumentCenter/View/36978/HiAP_Report_Final?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/36978/HiAP_Report_Final?bidId=
https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=200720080SB375
http://www.fenceline.org/richmond/data.php
http://www.fenceline.org/richmond/data.php
http://www.ci.richmond.ca.us/DocumentCenter/View/36978/HiAP_Report_Final?bidId=


The Long Road to the “All” of  HiAP Calloway

18

[NOTE re: 5 Key Strategies - HiAP initiatives 
can make it easier to attract funds to invest 
in change. The funding Richmond received 
for senior housing and creek restoration 
is an example of how having a plan and 
showing coordinated commitment to health 
and equity can make communities more 
competitive for various state and federal 
funding sources.]

Discussion

The communities reviewed reveal the following 
common themes and lessons about the realities of 
successfully pursuing HiAP:

HiAP can start anywhere: There are many ways to 
start down the path toward HiAP. For example, you 
could start small by convening and collaborating with 
partners to include health as part of the design of a 
project such as a streetscape improvement. You could 
include health as part of the community engagement 
or envisioning for a project such as a comprehensive 
plan as was the case for the City of Richmond’s 
initiative. You could gather or analyze community 
data highlighting health and other inequities like 
Minneapolis’s initiative, which grew out of racial 
disparities data related to the City of Minneapolis 
Employment and Training Program. Or you could 
follow Seattle’s approach by passing a resolution 
committing the community to health and equity in 
all policies. No matter where you start, it is just the 
beginning.

HiAP takes ongoing commitment: Achieving health 
and equity in all policies requires persistence and 
work long past the initial project. Some policy and 
decision-making processes can take months, or 
even years to complete from start to finish (the 
Minneapolis 2040 Comprehensive Plan took two years 
to draft and adopt). Then it takes additional time and 
effort to operationalize that commitment. Over these 
long timeframes, there will likely be stops and starts. 
There will be successful and failed pilots. There will be 

evaluation and refinement. And there will probably be 
staff and elected official turnover. As a result, it is not 
uncommon that the community may need to reaffirm 
its commitment to HiAP at some point (four years into 
its initiative, Seattle passed a resolution to re-affirm 
its commitment to racial and social equity). 

HiAP requires changing internal protocols and 
processes: In addition to the ongoing process of 
integrating health across the spectrum of external-
facing policies, communities must also do internal 
work to operationalize, institutionalize, and 
systematize health and equity across departments. 
This includes changes to internal government 
processes and protocols such as requiring all 
departments to develop health and equity plans or to 
submit regular reports about progress made toward 
identified healthy, equitable outcomes (ten years into 
its initiative, Richmond passed an ordinance which 
requires a tri-annual report on the status of health, 
health equity, and progress toward HiAP). This also 
includes establishing necessary internal infrastructure 
such as designating individuals or establishing 
departments that will oversee HiAP implementation 
(Minneapolis established a dedicated Division of Race 
and Equity within the Office of the City Coordinator). 
Even with new protocols and decisionmakers, staff 
may require training to understand and be sensitive to 
health and equity issues, especially when the issues 
involve racial and social justice (from the beginning, 
Seattle’s initiative included training and education for 
City employees).

Health and equity disparities analyses are powerful 
communication tools: Analyzing and illustrating the 
spatial distribution of health and equity disparities 
within a community is important. This type of analysis 
can help decisionmakers see which neighborhoods 
have the greatest needs and understand what those 
needs are. It can also reassure decisionmakers, 
stakeholders, and the community at large that healthy 
policies can address those needs and have positive 
health and equity outcomes (supplemental equity 



The Long Road to the “All” of  HiAP Calloway

19

analyses were integral to the City Council’s decision to 
adopt the Seattle 2035 Comprehensive Plan).

Inclusive and meaningful community involvement 
takes time, but it also makes a difference: One 
reason achieving HiAP takes time is that community 
engagement takes time. Large numbers of people 
must be engaged consistently over time about a 
wide range of topics. And many of these topics 
cannot be resolved after a single, short interaction. 
Inclusive and meaningful community involvement is 
necessary to identify the community’s health needs 
but especially the needs of structurally disadvantaged 
neighborhoods and populations (feedback from 
over 200 participants at the One Minneapolis: A Call 
to Action conference was an important start to the 
conversation about how to address disparities in the 
city). But this engagement can provide more than 
just data. It can provide stories that are a powerful 
way to promote HiAP initiatives. And it can build a 
coalition to support adoption of healthy plans and 
policies (Richmond partnered with the West Contra 
Costa Unified School District to pilot community 
engagement around the safe routes to school). 
Community engagement can also provide a means of 
accountability to ensure implementation over time.

Health and equity in comprehensive plans tend to 
accelerate the process towards HiAP: The process of 
creating comprehensive plans requires participation 
from most, if not all community departments. So 
comprehensive planning is an effective way to engage 
many departments in health and equity discussions. 
In addition, comprehensive plans typically guide 
a wide range of city decisions, investments, and 
actions across department. So, when health and 
equity become fundamental guiding principles of 
major policy documents such as comprehensive 
plans, health and equity concerns tend to spread to 
other related plans and policies across departments 
(comprehensive plans were key milestones for 
Minneapolis, Seattle, and Richmond’s initiatives).
Health and equity in internal protocols increases 
health and equity-driven decisions: Health and 

equity concerns must become fundamental 
guiding principles in the core documents that 
guide decision-making in different departments 
or around specific topics (such as transportation 
plans, budgets, housing ordinances, etc.). When this 
occurs, a community’s actions and decisions, and the 
community transformation that results, will also be 
guided by health and equity (Minneapolis, Seattle, 
and Richmond all show evidence of policy decisions, 
investments, and outcomes guided by health and 
equity as a result of their initiatives).

Conclusion

Communities cannot achieve HiAP overnight. 
Convening and collaborating, engaging and 
envisioning, making a plan, investing in change, 
and tracking progress are processes that occur 
incrementally and take both time and effort. However, 
the communities reviewed in this article illustrate 
that each step taken toward HiAP makes subsequent 
steps easier. And as more and more policies include 
health and equity concerns, the entire system does 
become more effective at improving health and 
equity outcomes. Finally, these communities show 
that integrating health and equity across a range of 
plans and policies does shape decisions, lead to actual 
community transformation, and improve community 
health outcomes.



The Long Road to the “All” of  HiAP Calloway

20

References

ChangeLab Solutions. (2015).  From Start to Finish: Health in All Policies. Retrieved from http://changelabsolutions.org/
publications/HiAP_Start-to-Finish.

City of Minneapolis. (2015). One Minneapolis: Racial inequities are addressed and eliminated. Retrieved from http://
www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcms1p-144725.pdf.

City of Minneapolis. (2018). Amended and Restated Unified Housing Policy of the City of Minneapolis. Retrieved from 
http://www.minneapolismn.gov/www/groups/public/@cped/documents/webcontent/wcmsp-214877.pdf.

City of Minneapolis. (2019a). About the SREAP project. Retrieved from http://www.minneapolismn.gov/coordinator/
Equity/sreap/WCMSP-217223. 

City of Minneapolis. (2019b). City Vision, Values, Goals & Strategic Directions. Retrieved from http://www.
minneapolismn.gov/citygoals/index.htm. 

City of Minneapolis. (2019c). Innovative Housing Strategies & Data-Driven Decisions.  https://minneapolis2040.com/
policies/innovative-housing-strategies-data-driven-decisions/. 

City of Minneapolis. (2019d). Policy Work. Retrieved from http://www.minneapolismn.gov/mayor/policy/index.htm. 

City of Minneapolis. (2019e). The Clic Report: A Summary of Recommendations for the City of Minneapolis. Retrieved 
from http://www.minneapolismn.gov/www/groups/public/@finance/documents/webcontent/wcmsp-219638.pdf.

City of Minneapolis. (n.d.a). Civic Engagement. Retrieved from  https://minneapolis2040.com/planning-process/.

City of Minneapolis. (n.d.b). Equitable Solutions for One Minneapolis. Retrieved from http://www.minneapolismn.gov/
www/groups/public/@clerk/documents/webcontent/wcms1p-123817.pdf.

City of Minneapolis. (n.d.c). Phase 2: Big Questions (May - December 2016). Retrieved from  https://minneapolis2040.
com/planning-process-phase-2-big-questions/. 

City of Minneapolis. (n.d.d). Strategic Planning. Retrieved from http://www.minneapolismn.gov/coordinator/
strategicplanning/WCMSP-199681. Accessed July 25, 2019.

City of Richmond. (2013). City of Richmond: Health in All Policies Toolkit. Retrieved from http://www.ci.richmond.ca.us/
DocumentCenter/View/27173/Tool-Kit-DRAFT-52813-v3?bidId=.

City of Richmond. (2014). Richmond Adopts a Health in All Policies (HiAP) Strategy and Ordinance [press release]. 
Retrieved from http://www.ci.richmond.ca.us/DocumentCenter/View/28764/HiAP-press-release-41814?bidId=.

City of Richmond. (2015). Health in All Policies Report. Retrieved from http://www.ci.richmond.ca.us/DocumentCenter/
View/36978/HiAP_Report_Final?bidId=.

City of Richmond. (n.d.). Shaping the Next 100 Years: Richmond General Plan 2030. Retrieved from http://www.
ci.richmond.ca.us/DocumentCenter/View/8806/04-Introduction?bidId=.

http://changelabsolutions.org/publications/HiAP_Start-to-Finish
http://changelabsolutions.org/publications/HiAP_Start-to-Finish
mailto:http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcms1p-144725.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcms1p-144725.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@cped/documents/webcontent/wcmsp-214877.pdf
http://www.minneapolismn.gov/coordinator/Equity/sreap/WCMSP-217223
http://www.minneapolismn.gov/coordinator/Equity/sreap/WCMSP-217223
http://www.minneapolismn.gov/citygoals/index.htm
http://www.minneapolismn.gov/citygoals/index.htm
https://minneapolis2040.com/policies/innovative-housing-strategies-data-driven-decisions/
https://minneapolis2040.com/policies/innovative-housing-strategies-data-driven-decisions/
http://www.minneapolismn.gov/mayor/policy/index.htm
mailto:http://www.minneapolismn.gov/www/groups/public/@finance/documents/webcontent/wcmsp-219638.pdf
https://minneapolis2040.com/planning-process/
mailto:http://www.minneapolismn.gov/www/groups/public/@clerk/documents/webcontent/wcms1p-123817.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@clerk/documents/webcontent/wcms1p-123817.pdf
https://minneapolis2040.com/planning-process-phase-2-big-questions/
https://minneapolis2040.com/planning-process-phase-2-big-questions/
http://www.minneapolismn.gov/coordinator/strategicplanning/WCMSP-199681. Accessed July 25, 2019
http://www.minneapolismn.gov/coordinator/strategicplanning/WCMSP-199681. Accessed July 25, 2019
http://www.ci.richmond.ca.us/DocumentCenter/View/27173/Tool-Kit-DRAFT-52813-v3?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/27173/Tool-Kit-DRAFT-52813-v3?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/28764/HiAP-press-release-41814?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/36978/HiAP_Report_Final?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/36978/HiAP_Report_Final?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8806/04-Introduction?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8806/04-Introduction?bidId=


The Long Road to the “All” of  HiAP Calloway

21

City of Seattle, Department of Planning and Development. (2012). Scoping the Major Review of the Comprehensive 
Plan: A Report on Public Engagement. Retrieved from https://www.seattle.gov/Documents/Departments/OPCD/
OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanReportonPubilcEngagement.pdf.

City of Seattle, Office of Planning and Community Development. (n.d.). Comprehensive Plan.  Retrieved from https://
www.seattle.gov/opcd/ongoing-initiatives/comprehensive-plan. 

City of Seattle, Race and Social Justice Initiative. (2019). Race and Social Justice Initiative 2019-2021. Retrieved from 
https://www.seattle.gov/Documents/Departments/RSJI/18-21_RSJI_Strategic_Plan_4.6.19_FINAL.pdf.

Community Planning & Economic Development, City of Minneapolis. (n.d.). Department Business Plan 2014-2017. 
Retrieved from http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/
wcmsp-212813.pdf.

Department of Health and Family Support, City of Minneapolis. (2012). Above the Falls Health Impact Assessment: 
Assuring Health Equity in Decision Making. Retrieved from http://www.minneapolismn.gov/www/groups/public/@
cped/documents/webcontent/wcms1p-094254.pdf.

Gordon, G. (n.d.). Resolution: Establishing a Racial Equity Steering Committee to create a Racial Equity Action Plan 
for Minneapolis. Retrieved from http://www.minneapolismn.gov/www/groups/public/@council/documents/
webcontent/wcmsp-207009.pdf.

Health Department, City of Minneapolis. (2015). Annual Report. Retrieved from http://www.minneapolismn.gov/www/
groups/public/@health/documents/webcontent/wcms1p-138305.pdf.

Mclean J., Wilson L., Kent M. (2011). Data, Indicators, and Tracking Strategies for Implementation of the City of 
Richmond’s Health and Wellness Element: An Assessment and Recommendations. Retrieved from http://www.
ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=.

Minneapolis City Council (2017). 2040 Goals. Retrieved from https://minneapolis2040.com/media/1218/minneapolis-
2040-goals.pdf.

Minneapolis City Council. (2008). Regular Meeting of May 16, 2008. 

Minneapolis Department of Civil Rights. (2011). A Call to Action. Retrieved from  http://www.minneapolismn.gov/www/
groups/public/@civilrights/documents/webcontent/wcms1p-122038.pdf.

MINNEAPOLIS, MINN., CODE OF ORDINANCES title 2, ch. 21, § 10. (2017).

Office of Planning and Community Development, City of Seattle. (2016). Community Engagement Final Report. Retrieved 
from https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/Com
prehensivePlanCommunityEngagement-FinalOutreachReport.pdf.

Race and Social Justice Initiative, Seattle Office for Civil Rights. (n.d.a). Race & Social Justice Initiative: Vision and Strategy 
2015-2017. Retrieved from https://www.seattle.gov/Documents/Departments/RSJI/rsji-2015-2017-plan.pdf.

Race and Social Justice Initiative, Seattle Office for Civil Rights. (n.d.b). Racial Equity in Seattle: Race and Social Justice 
Initiative Three-Year Plan 2012-2014. Retrieved from https://www.seattle.gov/Documents/Departments/RSJI/RSJI-
Three-Year-Plan_2012-14.pdf.

https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanReportonPubilcEngagement.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanReportonPubilcEngagement.pdf
https://www.seattle.gov/opcd/ongoing-initiatives/comprehensive-plan
https://www.seattle.gov/opcd/ongoing-initiatives/comprehensive-plan
https://www.seattle.gov/Documents/Departments/RSJI/18-21_RSJI_Strategic_Plan_4.6.19_FINAL.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcmsp-212813.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@citycoordinator/documents/webcontent/wcmsp-212813.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@cped/documents/webcontent/wcms1p-094254.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@cped/documents/webcontent/wcms1p-094254.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@council/documents/webcontent/wcmsp-207009.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@council/documents/webcontent/wcmsp-207009.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@health/documents/webcontent/wcms1p-138305.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@health/documents/webcontent/wcms1p-138305.pdf
http://www.ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=
http://www.ci.richmond.ca.us/DocumentCenter/View/8663/Health-in-All-Policies-Health-Data-in-all-Decisi?bidId=
https://minneapolis2040.com/media/1218/minneapolis-2040-goals.pdf
https://minneapolis2040.com/media/1218/minneapolis-2040-goals.pdf
mailto:http://www.minneapolismn.gov/www/groups/public/@civilrights/documents/webcontent/wcms1p-122038.pdf.
mailto:http://www.minneapolismn.gov/www/groups/public/@civilrights/documents/webcontent/wcms1p-122038.pdf.
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanCommunityEngagement-FinalOutreachReport.pdf
https://www.seattle.gov/Documents/Departments/OPCD/OngoingInitiatives/SeattlesComprehensivePlan/ComprehensivePlanCommunityEngagement-FinalOutreachReport.pdf
https://www.seattle.gov/Documents/Departments/RSJI/rsji-2015-2017-plan.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-Three-Year-Plan_2012-14.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-Three-Year-Plan_2012-14.pdf


The Long Road to the “All” of  HiAP Calloway

22

Race and Social Justice Initiative. (2008). Report 2008: Looking Back, Moving Forward. Retrieved from https://www.
seattle.gov/Documents/Departments/RSJI/RSJI-2008-LOOKING-BACK-MOVING-FORWARD-Full%20Report-Final.pdf.

Simmons M.M. (2019). Seattle City Council Resolutions: Resolution Number 31164. Retrieved from http://clerk.seattle.
gov/search/s?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect
5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G.

CORRESPONDING AUTHOR
Erik Calloway
ChangeLab Solutions
2201 Broadway #502
Oakland, CA 94612
(510) 302-3352
ecalloway@changelabsolutions.org

CHIA Staff:

Editor-in-Chief  
Cynthia Stone, DrPH, RN, Professor, Richard M. Fairbanks School of  Public Health, Indiana University-Purdue 
University Indianapolis

Journal Manager 
Angela Evertsen, BA, Richard M. Fairbanks School of  Public Health, Indiana University-Purdue University 
Indianapolis

Chronicles of  Health Impact Assessment Vol. 4 Issue 1 (2019) DOI: 10.18060/23355
© 2019 Author(s): Calloway, E
       This work is licensed under a Creative Commons Attribution 4.0 International License

https://www.seattle.gov/Documents/Departments/RSJI/RSJI-2008-LOOKING-BACK-MOVING-FORWARD-Full%20Report-Final.pdf
https://www.seattle.gov/Documents/Departments/RSJI/RSJI-2008-LOOKING-BACK-MOVING-FORWARD-Full%20Report-Final.pdf
http://clerk.seattle.gov/search/s?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G
http://clerk.seattle.gov/search/s?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G
http://clerk.seattle.gov/search/s?s1=race+and+social+justice&s3=&s2=&s4=&Sect4=AND&l=200&Sect2=THESON&Sect3=PLURON&Sect5=RESNY&Sect6=HITOFF&d=RESF&p=1&u=%2F~public%2Fresny.htm&r=2&f=G

