Transcript Health Institutions as Economic and Community Anchors: Case Studies and Practical Strategies Jen Kauper-Brown, CCPH Debra Wesley-Freeman, Sinai George Kleb, Bon Secours Community Health Solutions Tampa, FL March.

Health Institutions as Economic and
Community Anchors:
Case Studies and Practical Strategies
Jen Kauper-Brown, CCPH
Debra Wesley-Freeman, Sinai
George Kleb, Bon Secours
Community Health Solutions
Tampa, FL
March 5, 2005
Workshop Overview
 Introductions
 Project Overview/Strategic Framework
 Case Study: Sinai Health System
 Case Study: Bon Secours Baltimore Health System
 Small Group Discussion
 Question and Answer Period
CCPH Mission
To foster partnerships between
communities and educational institutions
that build on each other’s strengths and
develop their roles as change agents for
improving health professions education,
civic responsibility and the overall health
of communities
Health Institutions as Economic
and Community Anchors
How do health institutions serve as
instruments of economic and community
development?
What are examples of health institutions that
have targeted their own substantial
investments to directly improve economic
conditions in their local communities?
Project funding from the Annie E. Casey Foundation and CEOs for Cities
Economic Impact
of Health Institutions
 Health care services ▲ from 7% of GDP in ‘70 to 15% in ‘02
(Hospitals- 33%: $486.5 bil)
 Employment in health sector ▲ 331% from ‘70 to ‘00
 Hospitals: 2nd largest employer in private sector- 5 mil
 Medical schools/teaching hospitals (2002)
 Employ 1 out of 54 wage earners
 Purchases totaled over $81 bil
 Produce total of $14.7 bil in revenues for state govt.
 NIH awards (2003): Hospitals: > $1.5 bil, Medical schools: >
$10 bil, Other health prof schools: > $15 bil
Context for Decision Making
 Changing Healthcare Market Place/Cost
Pressures
 Tax Exemption Debate/Community Benefit
Laws
 Community Perception
Why do health institutions invest in
economic and community development?
 Mission, values and leadership
 Enlightened self-interest
 Community, Political, Financial Support
 Community/Economy Attractiveness
 Operational Efficiency & Effectiveness/Economic
Bottom Line
 Community Perception
 Tax/Public responsibility
 Improved community health
Strategic Framework for Leveraging Health Institution Assets for Community Economic Revitalization
Purchaser
Employer
Redirecting institutional
purchasing toward local
business
Offering employment
opportunities to local
residents
Real Estate
Developer
Workforce Developer
Addressing local and
regional workforce needs
Advisor/
Network Builder
Operating
Serving/
Learning
Investing
Channeling expertise to
increase local capacity
Community/
Neighborhood
Developer
Contributing to the quality
of the local physical
environment
Incubator
Service Provider
Providing health care
and social services
Using real estate
development to anchor
local economic growth
Funder
Offering services
to support startup businesses
and/or non-profits
Providing resources
to support local
community
development
Note: This figure adapted from “Leveraging Colleges and Universities for Urban Economic Revitalization: An Action
Agenda” A Joint Study by Initiative for a Competitive Inner City and CEOs for Cities, 2003.
Anchor Roles: Operating
 Employer
 Employee training/education
 Model workplace (insurance coverage, living wage)
 Policies/procedures for local recruitment/hiring
 Partner w/community orgs
 Purchaser
 Policies/procedures for local/environmentally-preferable
purchasing
 Support/training for local businesses
 Joint ventures btwn national/local suppliers
Anchor Roles: Investing
 Real Estate developer
 Consider/participate in local community planning efforts
 Building on empty/abandoned properties
 Waste management programs
 Community/Neighborhood developer
 Collaborate w/community development corps
 Socially responsible investing
 Support community quality-of-life activities
 Support home ownership/rehabilitation programs
Anchor Roles: Investing
 Incubator
 Establish community development corp
 Assistance to research commercialization
 Technical assistance/expertise
Funder
 Operate foundations/endowments/grant making/
tithing programs
 Resources: personnel, space/facilities, materials/
equipment
 Conduit for philanthropy
 Leverage local financial institutions
Anchor Roles: Serving/Learning
 Workforce developer
 Partner w/ K-12 schools/colleges
 Welfare to Work programs
 Scholarships education/training
 Service provider
 Uncompensated medical care
 Filling service gaps
 Support paid time for employees to volunteer
 Advisor/Network builder
 Leadership/facilitating role
 Leveraged engagement
 Research activities
 Advocate locally/nationally for supportive policies
Mission Statement
Our Mission is to improve
the health of the individuals
and the communities we
serve.
Vision Statement
Sinai Health System will
become the national model
for the delivery of urban
healthcare.
Chicago Community Area Map
Improving Community Health Survey
Report 1- January 2004, Eleven Key Findings
Purpose
 Interventions to improve health work best at the
community level where they can be tailored and
sensitive to local needs;
 Community-level data on most health issuesprevalence of diseases (e.g., diabetes, asthma) or risk
factor information (e.g., obesity, cancer screening)- do
not exist.
Only a community survey can deliver such data to us,
and in almost real time.
Information like this offers an opportunity for us to
develop interventions that can improve community health
http://www.sinai.org/urban/publications/FINAL_Report_1.pdf
Mission Statement
Sinai Community Institute offers a comprehensive array
of public health, referral and social services programs
designed to meet its community’s most pressing needs.
Vision Statement
Sinai Community Institute works to improve the lives of
families by providing direct services and establishing
partnerships and collaborations that will address the
public, health, social and economic needs of the
community.
A Place for New Beginnings: “Builds community by strengthening families,
showing compassion for those in need and maintaining a place where
people of every background can create a new beginning”
Guiding tenets used in meeting the vision:
 Asset Model: SCI helps our community/clients recognize their
strengths and identify untapped human resources.
 Partnership Model: SCI works in cooperation with Sinai
Health System and other community organizations to offer
resources that benefit the community/clients.
 Solution Focused: Services are created from an
understanding of the community environment and designed
to address community need.
 Family Based: Programs and services focus on families.
Health Care
Housing
Employment
Education
Community
Needs
Clothing
Recreation
Food
Safety
Range of Services
Enhancing economic opportunities for community
residents
 Improving community health outcomes
 Supporting strong, healthy families
 Building strong communication within the community
 Developing potential of children and youth
North Lawndale Employment Network
Partnership, Collaboration, Incubation
VISION
Creating a Community That Works
North Lawndale is a strong, economically
thriving, diverse community connected to high
quality job opportunities and serves as a
replicable model for communities nationwide.
MISSION
To improve the earnings potential of the
North Lawndale community through innovative
employment initiatives that lead to economic
advancement and an improved quality of life
for residents.
Our Foundation: Linkages with over 50 partner agencies
Early Headstart
Kidcare
Headstart
Sankofa
Early Intervention
Hull House
Hospitals
Community
Residents
Daycares
Elected officials
Chicago Police
Department
CDPH
WIC
SCI
DCFS North Lawndale
FCM
Social Service Agencies
IL
DSCC
Supporting strong healthy families
 Sinai Parenting Institute
 Family Development Initiative
 Family Case Management
 WIC
Building strong communication within the community
“Voices From The Community”
Developing potential of children and youth
 POWER Violence Prevention Program
 Mentoring
 Balanced and Restorative Justice
Program (BARJ)
Outcomes:
 SCI services/resources currently provided to over 22,000 individuals/year
 Opened $ 7 mil Center for Families and Neighbors facility (a former sausage
factory) in ‘98 on Sinai Health System campus
 Referred 2,685 unique patients to SHS, generating 20,433 visits, resulting in
over $11 mil in charges for medical services (1/00-5/04)
 NLSSCC tracked & linked 900 newborns to community resources (6/02-9/04)
 Participated in the planning, design and
 NLEN has created model ex-
success of:
offender re-entry programs:
Legacy Elementary Charter School
Local Community Development Initiatives
North Lawndale Immunization Campaigns
Racial and Ethnic Disparities Initiatives
Health Career Clubs
Youth Mentoring Programs
Healthy Fit Programs
U-Turn Permitted,
Resource Center
Building Beyond
Sweet Beginning
Our Challenges:
 Sustaining and Building Capacity
 Incubation Model: Developing a Realistic Plan
 Quantifying Value to System
 Succession Planning
The Sisters of Bon Secours arrived in Baltimore from France in
1881 to care for the poor, the sick and the dying. In 1919, they
established a hospital in West Baltimore and in the decades
since, the Sisters have continued
to expand and adapt their mission
To address the community’s
needs.
The Bon Secours of Maryland Foundation (BSMF) is
a nonprofit organization that sponsors housing and
community development initiatives in collaboration with
the people of West Baltimore.
A division of the Bon Secours
Baltimore Health System,
BSMF adheres to the 120year-old mission of the Sisters
of Bon Secours to improve the
health of area residents.
The Foundation secures resources and operates
successful, innovative programs that include:
 Developing and managing safe and affordable
housing
 Providing needed community services that
complement the healthcare services of the local
system
 Initiating and
supporting neighborhood
development, economic
development and community
capacity-building ventures
Through these partnerships, the Foundation and resident
leaders build on neighborhood and individual assets by:
 Increasing resident and neighborhood wealth; fostering its
creation
 Helping residents identify and reach their educational and
career goals
 Improving the physical infrastructure of our neighborhoods
 Strengthening the physical
and
emotional health of our
residents
 Fostering pride in our
community
In all of its activities, the Foundation develops
enduring community partnerships marked by
collaboration, a comprehensive approach to
community development
and the ability to leverage
additional resources –
financial and
programmatic -- for the
community.
We have learned that successful initiatives
are resident led and community driven through the OROSW coalition we have set
up a decision making infrastructure that
ensures meaningful resident participation
in planning and implementation
Operation ReachOut Southwest Vision Statement:
“By the year 2018, the neighborhoods of Operation
ReachOut Southwest will be known city-wide as a
desirable place to live. All houses will be occupied, the
majority by homeowners. The streets will be clean, safe,
attractive, drug-free, lined with trees and well-kept
gardens. There will be parenting, individual and family
support services for those who need them. All residents
will be educated. There will be recreational activities for
all. There will be a variety of fulfilling business and
employment opportunities for all people. All community
groups, businesses, churches, institutions, government,
and individuals will continue to maintain the quality of life
in our neighborhoods.”
We have also learned that success is more
certain when you reverse thinking from
addressing deficits in the community to
building upon assets. A major part of what
we do is to attract resources and then
leverage that investment to attract more
resources.
OROSW Assets and Activities
Route 40
Landscaping
West Baltimore
MARC Station
Ú
Ê
Ú
Ê
Ú
Ê
Former Maryland
Lumber Site
Ú
Ê
Community Legacy
Home Loan Preliminary Target Area
Bon Secours Hospital
Ú
Ê
Gwynns Falls Park Expansion
Redevelopment Concept
Hollins
Phoenix
Housing
Key Asset or Project
Frederick Avenue
Bridge Replacement
Ú
Ê
Ú
Ê
Steuart Hill
Elementary
Historic District
Key Redevelopment Area
Housing Target Area
OROSW Outline
Vacant Land Management
Targeted on Gateways
Union
Square
Pratt
Volunteers of America
Transitional Housing
New Credit Union
s
ken
Wil
oan
eL
m
ABC Park
Ho rea
A
cy
ega arget
L
y
T
t
i
y
n
mu inar
Ú
Ê
ComPrelim
Mill Hill Deck of Cards
Historic District
Baltimore
Traci
Atkins
Park
School
Park
Ú
Ê
Westside Shopping Center
Samuel FB Morse
Elementary
Wilkens Avenue
Reconstruction
Ú
Ê
Montgomery Park
Franklin
Square
Baltimore Street
HUD House Rehabilitation
Fulton
Ú
Ê
Ú
Ê
d
Roa
Monroe
Assets and Activities
Ave
Francis M. Wood
Alternative School
Ú
Ê Ú
Ê
s
Bon Secours Apartment
al
ion
Nat
ric
isto
-H
Ú
Ê
Franklin
Square
Elementary
Franklin Square
Historic District
Bon Secours Community Support Center
Southwest Town Center
Redevelopment Concept
Frederick
Elementary
Ú
Ê
Franklin
Square
Recreation
Center
Ú
Ê
ick
der
Fre
Ú
Ê
Frederick
Avenue
Resurfacing
Ú
Ê
Ú
Ê
n
intow
Frankl
Gwynns Falls
Park and Greenway
Ú
Ê
Eubie Blake
Place Housing
Mulberry
Carey
Smallwood
Summit
Housing
Route 40
Lockerman
Bundy
Elementary
Bentalou
Elementary
Potts and Callahan
"Cleanfill" Site
Enterprise Homes
Development
Franklin Mews
Housing
Carroll Park
Ú
Ê
Union Square
Historic District
Mt. Clare
Shopping Center
Small Group Discussion
Share and discuss experiences in your own
setting
 What challenges have you encountered?
 What strategies/advice do you have for
addressing these challenges?
 What benefits have been achieved?
 How can more health institutions be
engaged to serve in these anchor roles?
Resources
CCPH www.ccph.info
Project webpage:
http://depts.washington.edu/ccph/anchors.html
 Electronic Discussion Group:
https://mailman1.u.washington.edu/mailman/listinfo/anchors
Sinai Community Institute www.sinai.org
Bon Secours of Maryland Foundation
http://www.bonsecours.org/baltimore/
Contact Information
Debra Wesley-Freeman
Sinai Community Institute
(773) 257-6936
[email protected]
Jen Kauper-Brown
Community-Campus
Partnerships for Health
(206) 543-7954
[email protected]
George Kleb
Bon Secours of Maryland Foundation
(410) 362-3199
[email protected]