What Matters Most in Driving Cross-Sector Partnerships for Complex Populations


It is widely recognized that good outcomes for patients with complex care needs are achievable when health care providers work locally and in tandem with community, government, and other partners. Interprofessional, cross-sector, and cross-agency collaboration between organizations that share responsibility for serving a group of individuals living in a community or particular geography is an effective way to stabilize health, decrease unnecessary utilization, improve care delivery, and reduce avoidable costs.

Why then, is it so challenging to build these collaborative partnerships and what does it take to establish partnerships that work for patients, providers, health plans, government, and community-based organizations?

This webinar, brought to you by the Better Care Playbook and the Camden Coalition’s National Center for Complex Health and Social Needs, covered how to establish cross-sector partnerships, using the work of Adventist Health’s Project Restoration and the Camden Coalition as case studies. Shelly Trumbo, Community Integration Executive for Adventist Health, and Victor Murray, Director of Field Building and Resources at the Camden Coalition of Healthcare Providers, engaged in a discussion facilitated by and co-presented with Lauran Hardin, Senior Advisor for the National Center for Complex Health and Social Needs. Shelly focused on partnerships with multiple sectors, including police and emergency medical services, and Victor focused on partnerships with community-based health and human services organizations. 


Participants learned how to:

  • Establish cross-sector, interprofessional collaboratives in high- and low-resource communities to address the needs of community members;
  • Identify key components for a successful cross-sector community collaborative and ways to reduce barriers to collaboration and partnership in their own work;
  • Develop strategies for mapping need, and sharing data and outcomes across organizations and communities; and
  • Design key process improvements to address social determinants of health that affect patient care, health, and wellbeing.

Speaker Bios

Shelly Trumbo, MBA

Shelly Trumbo

Shelly Trumbo is the Community Integration Executive for Adventist Health, a health system with hospitals and clinics throughout California, Hawaii, Oregon and Washington. She leads community wellbeing strategy and provides coaching, technical assistance and system design for each Adventist Health community.

For the past decade, her work has focused on leading collaborative transformation initiatives to drive measurable improvement in community health status. Her work on system design and process improvements brings together law enforcement, education, and multiple health and human agencies to address priorities and has achieved significant reductions in services utilization of vulnerable community members through housing and intensive case management. Her work with a countywide opioid coalition has resulted in a marked decline in opioid prescription rates. She led projects that achieved notable improvement in the average education level of early childhood educators, and measurable increase in parent resiliency behaviors. Shelly holds a bachelor’s degree in human development and social change and an MBA in healthcare administration.

Lauran Hardin, MSN, RN-BC, CNL, FNAP, FAAN

Lauran Hardin

Lauran Hardin is the Senior Advisor for the Camden Coalition’s National Center for Complex Health and Social Needs. In this role, she builds upon her extensive experience providing consulting, co-design and coaching in care re-design and complex care transformation.

Hardin was previously the Director of a Complex Care Center serving hospitals, multiple providers and more than 1,500 high frequency/complex patients in the Mercy Health System. The Center's model of complex care has resulted in better patient navigation and outcomes, including decreased emergency room visits, hospitalizations, and costs for vulnerable populations. Aspects of the care model scaled in more than 20 Trinity Health ministries across six states, including rural and urban locations. She led care re-design for multiple value-based payment initiatives including the Bundled Payments for Care Improvement initiative, Medicare Shared Savings Program, and Next Generation Accountable Care Organizations.   She collaborated with the state of Vermont in design of their care coordination model and currently is co-designing a complex care ecosystem for uninsured patients in Memphis , Tennessee and scaling a community-based cross-sector care coordination model for vulnerable populations throughout the Adventist Health system.

Hardin was awarded the National CNL Vanguard award from the AACN in January 2015. Her innovative model of care earned her "Edge Runner" recognition from the American Academy of Nursing in June of 2015. She was named AARP Culture of Health Scholar at the National Center for Complex Health and Social Needs in January of 2017, inducted as a Distinguished Fellow of the National Academies of Practice in Nursing in 2018 and inducted as a Fellow in the American Academy of Nursing in 2019. Hardin earned her Master's degree in Nursing from the University of Detroit Mercy, with certifications as a CNL, Pain Management and Hospice. She trained as a Facilitator with the Elisabeth Kubler-Ross Center, spent several years working in hospice, and co-developed the first Pain and Palliative Care service in the West Michigan region.

Victor Murray

Victor Murray

Victor Murray is Director of Field Building and Resources at the Camden Coalition of Healthcare Providers. In this role, he focuses on partnering with communities locally and across the country to design and implement data-driven care delivery models, with an emphasis on models that address the needs of specific sub-populations of patients with complex care needs. His portfolio includes managing and leading efforts to establish cross-sector partnerships that increase access to behavioral health, housing, and social services and improve system level coordination.

Murray’s work is fueled by his past experience as Director of Care Management Initiatives, leading the Camden Coalition’s flagship intervention aimed at individuals with complex health and social needs who experience high hospital utilization. In this role, he oversaw an interdisciplinary team of nurses, program managers, social workers, and community health workers who meet patients in the hospital and community to address a wide range of social and healthcare needs. During this time, Murray also supported the development of the Camden Coalition’s COACH and RELATE patient engagement strategies, both of which have been scaled at Boston Medical Center, Providence St. Joseph’s Health System and other health systems and social service organizations across the country.

As a member of the Camden Coalition’s executive leadership team, Murray helps guide the strategic vision and priorities of the organization.

Murray is a graduate of Rutgers University, where he earned his bachelor’s and master’s degree in social work. He also received advanced training in trauma informed care through Bryn Mawr College Graduate School of Social Work and Social Research and project management certification through Temple University.