HAN Health System Leaders Announce over $700 Million in Investments to Address Health & Economic Inequalities
Fourteen Healthcare Anchor Network (HAN) member hospitals and health systems announced a commitment of over $700 million for place-based investing to create strong and healthy communities.
These health systems know that the need to address the fundamental root causes of poor health is immense and they want to take action now. They also want to deepen institutional leadership in the Healthcare Anchor Network, and the healthcare sector more broadly, by making bold, measurable commitments in this core anchor mission strategy area.
These health systems—some of the most respected institutions in their states and localities—include: Advocate Aurora Health, Anchorum St. Vincent, Bon Secours Mercy Health, Boston Medical Center, CommonSpirit Health, Einstein Healthcare Network, Henry Ford Health System, Intermountain Healthcare, Kaiser Permanente, ProMedica, Rush University Medical Center, RWJBarnabas Health, Trinity Health, and UMass Memorial Health Care.
HAN member RWJBarnabas Health is a founding member of the Newark Anchor Collaborative (NAC), which is helping to transform Newark into a city of opportunity for all, by helping drive the “Hire. Buy. Live. Newark” initiative.
“We are trying to determine how we can ensure the city grows in an equitable and inclusive way,” Aisha Glover, CEO of the Newark Alliance, says. “If you don’t combine economic and community development approaches, you don’t understand the vision for Newark,” she adds.
Michellene Davis, Esq., executive vice president, chief corporate affairs officer, says RWJBarnabas Health’s Newark Beth Israel Medical Center has been proactively involved in community health and wellness initiatives for more than 119 years. “We are immersed both internally and externally since many of our employees are Newark residents,” Davis adds.
HAN welcomes our newest member, Denver Health, to the network. Denver Health is committed to making its community a healthy place to live, work and raise a family. The health system is Denver's largest safety net hospital and delivers care to a third of Denver's population annually.
With Great Sadness, The Democracy Collaborate Mourns the Passing of Bernard J. Tyson, Chairman & CEO of Kaiser Permanente
The staff at The Democracy Collaborative (TDC) and the Healthcare Anchor Network (HAN) are deeply shocked and saddened by the sudden passing of Bernard J. Tyson, Chairman and CEO of Kaiser Permanente. Words can't express how much Bernard’s passing impacts all who were fortunate to have met and shared time with him. We would like to express our heartfelt sympathies to his family and his Kaiser Permanente family.
Under Bernard’s leadership, Kaiser Permanente was a founding member of the Healthcare Anchor Network. Thanks to his support, HAN is a growing national collaboration of 46 leading healthcare systems building more inclusive and sustainable local economies.
“He saw early on the importance of hospitals and health systems committing to health and equity,” stated Ted Howard, Co-founder and President of The Democracy Collaborative (TDC). “He was a man of courage, speaking out for the changes he knew were needed to ensure all can live fulfilling and healthy lives. The TDC and HAN family thank him for his leadership, and we will miss him greatly.”
Health System Leaders Announce over $700 Million in Investments to Address Health, Housing & Economic Inequalities through Community Wealth Building
Washington, D.C., November 5, 2019 – Fourteen hospitals and health systems, including national health systems and regional systems, that are the largest private sector employers in California, Utah, and Wisconsin, along with others that are also among the top 20 largest employers in their states, announced a commitment of over $700 million for place-based investing to create strong and healthy communities.
Health systems are uniquely positioned as leading employers and economic engines in their communities. In addition to providing quality healthcare, they can leverage institutional resources to help address the economic, racial and environmental resource disparities that impact community health outcomes.
Why are these investments needed? These health systems know that the need to address the fundamental root causes of poor health is immense and they wanted to take action now. They also want to deepen institutional leadership in the Healthcare Anchor Network, and the healthcare sector more broadly, by making bold, measurable commitments in this core Anchor Mission strategy area.
Read the full press release.
In an opinion piece in the Grantmakers In Health "News from the Field" newsletter, David Zuckerman and Bich Ha Pham make the case for funders to support expansion of anchor mission work as a strategic priority.
"Funders have a pivotal role to play in encouraging adoption of the anchor mission in health care and other nonprofit and public sectors so that the health sector can increasingly focus upstream and leverage its resources to support local economies.
Because funders are so well-respected and viewed as trusted, knowledgeable, connected, and strategic leaders, they can be game changers in this arena. They can put the anchor mission approach on the agenda, reach strategic champions in these institutions, connect key players with the experts to show them how to adopt and implement an anchor mission, and help provide seed funding to initiate the work."
Read the Grantmakers In Health article.
The Harvard T.H. Chan School of Public Health's "Student fieldwork helps anchor Worcester-based health care system in community" article discusses how two doctor of public health (DrPH) students, Ahmad Al Kasir and Eric Coles, worked with Healthcare Anchor Network member UMass Memorial Health Care in Worcester, Massachusetts to develop its ambitious new anchor mission strategy:
"Last year, to fulfill their DrPH field immersion requirements, Coles and Al Kasir spent the winter and summer sessions on the project at UMMHC. By June, the health system’s board had unanimously approved the plan, and by the fall, Al Kasir and Coles had identified first steps for implementing it. Since then, Al Kasir and Coles have continued to work with UMMHC as consultants, and co-wrote a case study about the project that was first taught this spring to over 100 graduates of the Harvard Chan master in health management program and will be taught in several courses this coming academic year.
Douglas Brown, UMMHC’s chief administrative officer, called the students’ work pivotal. “We had this great idea but no way to assess it and implement it,” he said. “They helped us operationalize it. They were instrumental at every phase.”"
Read the Harvard T.H. Chan School of Public Health article now.
Children's Hospital of Philadelphia (CHOP), a member of the Healthcare Anchor Network, has started the CHOP Cares Grant Program, a unique program to help its employees improve community members' health by applying for grants for projects seeking to address a broad range of health and wellness concerns. Most grants are intended to serve children in the communities where they live. To date, CHOP has awarded 155 grants for a total of close to $500,000 to support employees’ projects.
Read the Becker's Hospital Review article now.
Report: "Anchor Collaboratives: Building Bridges With Place-Based Partnerships & Anchor Institutions"
UMassMemorial Anchor Mission: reallocating resources, realigning institutional policy, and changing the organization’s culture
The Practical Playbook II is the first resource to thoroughly lay out what works (and what doesn't) when collaborating for change on health issues.
HAN member David Ansell with Rush University Medical Center, Kristen Pallok, and Fernando De Maio wrote a case study titled Structural Racism — A 60-Year-Old Black Woman with Breast Cancer and propose three critical strategies for addressing structural racism in health care.
“Structural racism refers to the ways in which historical and contemporary racial inequities in outcomes are perpetuated by social, economic, and political systems, including mutually reinforcing systems of health care, education, housing, employment, the media, and criminal justice... Structural racism compounds the health effects of poverty and other forms of oppression by concentrating poverty in black communities within racially segregated neighborhoods with limited health care options."
Starting this year HAN member Children's Hospital of Philadelphia (CHOP), in partnership with the Philadelphia Housing Development Corp., initiated a new campaign called CAPP+ which is a pilot program to conduct asthma-trigger removal in the homes of 10 CAPP patients. The program funds asthma remediation work including home repairs and renovations, averaging about $20,000 a residence. CHOP plans to extend the program next year to 100 homes and more in future years. The program is part of CHOP’s Healthier Together initiative, a five-year, $25 million effort to address community issues such as hunger, violence, and behavioral health.
Kaiser Permanente's Dr. Bechara Choucair writes about the health system's participation in the Healthcare Anchor Network-sponsored Housing for Health Congressional briefing to raise awareness among federal lawmakers and to advocate for actionable policy solutions. He discusses the affordable housing crisis, how it's leading to more unsafe housing which is linked to poor health outcomes -- and what needs to be done to address this crises.
MetroHealth Partners with the Latino Construction Program to Train Apprentices for its New Hospital Facilities
MetroHealth has pledged to work to increase its hiring of local workers and to use small, minority and women-owned Cleveland businesses as part of a Community Benefits Agreement for construction of its $946-million transformation plan, an 11-story 264-bed hospital on its main campus in Cleveland. Many of the workers trained in the Spanish-American Committee’s Latino Construction Program were Puerto Ricans displaced by Hurricane Maria.
The Robert Wood Johnson Foundation’s 2019 list of the healthiest counties in the U.S. focused on access to good and affordable housing as a pressing health issue.
Another housing and health report by Enterprise’s Health Begins with Home initiative included survey results showing that renters often delay regular medical visits and forego treatment plans, particularly people who pay a large part of their income for rent.
MetroHealth announced that all employees will receive a $15 minimum wage increase as part of its commitment to give all full-time employees the ability to earn a self-sustaining income. Cleveland Clinic announced last December that it would raise the minimum wage for hourly employees to $15 by 2020. The minimum wage in Ohio is $8.55 an hour and the federal minimum wage is $7.25 an hour.
“MetroHealth’s mission is to care for everyone and that includes our employees,” said Akram Boutros, MD, FACHE, president and CEO of MetroHealth. “It’s important, at every level of the organization, that the 7,800 people here who spend their days caring for others know how important they are, feel valued and are able to support their families. Their financial health is just as important as their physical health.”
Read More: Crain | WCPN
Health systems are a key sector for driving local and national goals for sustainable & equitable development
HAN is highlighted in this Shelterforce article, along with Enterprise Community Partners, the Center for Community Investment, and the Nonprofit Finance Fund, as organizations working with health care institutions, community development organizations, and other stakeholders to invest in the health of a community.
The piece included the good work of HAN members Dignity Health, ProMedica, Bon Secours Mercy Health, and Boston Medical Center.
“We’re very focused on human resources, the supply chain, and core businesses practices that could more powerfully address the issues of poverty and other disparities,” says [David] Zuckerman, HAN Director. “These are systemic problems, and we’re not going to address them by writing a few more checks. It’s about aligning and leveraging resources differently.”