Health Institutions as Economic and Community Anchors:

Case Studies and Practical Strategies

Jen Kauper-Brown, CCPHDebra Wesley-Freeman, Sinai

George Kleb, Bon Secours

Community Health SolutionsTampa, 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 Economicand 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

Serving/ Learning Investing

Operating

Purchaser Redirecting institutional purchasing toward local

business

Employer Offering employment opportunities to local

residents

Real Estate Developer

Using real estate development to anchor local economic growth

Incubator Offering services to support start-up businesses

and/or non-profitsFunder Providing resources

to support local community

development

Workforce Developer Addressing local and

regional workforce needs

Advisor/Network Builder Channeling expertise to increase local capacity

Service ProviderProviding health care and social services

Strategic Framework for Leveraging Health Institution Assets for Community Economic Revitalization

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.

Community/Neighborhood

DeveloperContributing to the quality

of the local physical environment

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

Chicago Community Area Map

Mission StatementOur 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.

Improving Community Health SurveyReport 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 issues- prevalence 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 StatementSinai Community Institute offers a comprehensive array of public health, referral and social services programs designed to meet its community’s most pressing needs.

 Vision StatementSinai 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.

Community Needs

  Health Care

Education

 

Employment

Housing

Safety

Clothing

Food

Recreation

Range of Services Range of Services Enhancing Enhancing economic opportunities for community residents

Improving Improving community health outcomes

SupportingSupporting strong, healthy families

BuildingBuilding strong communication within the community

DevelopingDeveloping potential of children and youth

North Lawndale Employment Network Partnership, Collaboration, Incubation

Creating a Community That WorksVISIONNorth Lawndale is a strong, economically thriving, diverse community connected to high quality job opportunities and serves as a replicable model for communities nationwide.

MISSIONTo 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

Headstart

Early Intervention

Hospitals

DaycaresCDPH

WIC SCI DCFS North Lawndale FCM

Social Service Agencies IL DSCC

Kidcare

Sankofa

Hull House

Community Residents

Elected officials

Chicago Police Department

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)

NLEN has created model ex-offender re-entry programs:

U-Turn Permitted, Resource CenterBuilding BeyondSweet Beginning

Participated in the planning, design and success of:

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

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 120-year-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.

Franklin Square

Union Square

Carroll Park

ABC Park

Route 40Mulberry

Fult on

Monroe

ÊÚ

ÊÚ

ÊÚ

ÊÚ

ÊÚ

Union SquareHistoric District

Community Legacy Home Loan Preliminary Target Area

ÊÚ

Gwynns Falls Park ExpansionRedevelopment Concept

Southwest Town CenterRedevelopment Concept

ÊÚ

ÊÚÊÚ

ÊÚÊÚ

ÊÚ

ÊÚ

ÊÚ

Mill Hill Deck of CardsHistoric District

ÊÚ

TraciAtkinsPark

FrederickElementary Samuel FB Morse

Elementary

BentalouElementary

LockermanBundy

Elementary

Francis M. WoodAlternative School

FranklinSquare

Elementary

Steuart HillElementary

Mt. ClareShopping Center

Volunteers of AmericaTransitional Housing

West BaltimoreMARC Station

Route 40Landscaping

Former MarylandLumber Site

Gwynns FallsPark and Greenway

ÊÚ

New Credit Union

Westside Shopping Center

FrederickAvenue

Resurfacing

HollinsPhoenixHousing

SmallwoodSummit Housing

Bon Secours Hospital

ÊÚÊÚ

ÊÚ

Enterprise HomesDevelopment

ÊÚ

Franklin MewsHousing

Eubie BlakePlace Housing

Bon Secours Community Support Center

Franklin Square

Recreation Center

Montgomery Park

Potts and Callahan"Cleanfill" Site

Vacant Land ManagementTargeted on Gateways

Baltimore StreetHUD House Rehabilitation

Wilkens AvenueReconstruction

ÊÚ

Frederick AvenueBridge Replacement

OROSW Assets and Activities

Assets and Activities

ÊÚ Key Asset or Project

School

Park

Historic District

Key Redevelopment Area

Housing Target Area

OROSW Outline

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.infoProject 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

wesd@sinai.org

George Kleb

Bon Secours of Maryland Foundation

(410) 362-3199

George_Kleb@bshsi.com

Jen Kauper-Brown

Community-Campus Partnerships for Health

(206) 543-7954

jenbr@u.washington.edu