Abstract
The New York City Food & Fitness Partnership case study discusses how the scope and abundance of diverse community stakeholders can create difficulties when addressing and conducting work in a large city landscape. We describe our 9-year journey, from initial citywide planning, to early challenges, to rebirth as a Central Brooklyn–focused effort led by a community development corporation. We describe difficult and transparent conversations, and the various leadership changes and organizational transitions that have helped the partnership embrace equity frameworks. We illustrate how these principles have been demonstrated in their efforts to be community driven, ensuring that intended beneficiaries would be involved in every stage of decision making.
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