Darlene O. Hightower Vice President, Community Health Equity · Vice President, Community Health Equity. ... Organizational structure ... Business Development • Developing a plan

Anchor Mission StrategyBecker’s Hospital Review

Darlene O. HightowerVice President, Community Health Equity

Equity was adopted as a Rush strategy in 2016

Mission:The mission of Rush is to improve the health of the individuals and diverse communities we serve through the integration of outstanding patient care, education, research and community partnerships.

Vision:Rush will be the leading academic health system in the region and nationally recognized for transforming health care.

Values:• Innovation

• Collaboration

• Accountability

• Respect

• Excellence

Rush Strategic Priorities

Our 2016 CHNA NotedThe West Side of Chicago has significant health care resources

4

There is up to a 16-year gap in life expectancy between the Loop and West Side neighborhoods

Model for community health and economic vitality

Education

Neighborhood and

Physical Environment

Health and

Healthcare

Economic

Vitality

If executed successfully, initiatives have the potential to elevate the economy and further decrease disparities to increase life expectancy, improve wellbeing and reduce hardship.

Changelevers

Hire locally and develop talent

• Employment

preference

initiative

• Career ladder

development

• Skills training

• Mentoring and

coaching

Buy and source locally

Invest locally

Volunteer and support

community building

• Local

purchasing

program

• Gift shop

procurement

• Prime vendor

engagement

• Impact

investing in

local

communities

• Local

business

incubation to

fulfill sourcing

needs

• Employee

engagement

in local

communities

• Leveraging

employee

expertise

(e.g.,

teaching

skills class)

Utilize local labor for capital projects

• Local labor for

capital projects

• Apprenticeship

• Diversity hiring

and contracts

Rush identified five key initiatives that fall under our Anchor Strategy focused on the West Side

Balancing Operational Excellence and Mission Driven Work

High

Low

Low High

Balancing High Financial

Performance with Mission Driven Work

Rush strives to cultivate a balanced

operational strategy which focuses on high

financial performance

while considering reasonable trade-offs and financial opportunity costs associated with mission driven

work

Financial Performance

Investment in Anchor Mission

Pure Financial Performance, No

Mission

Balancing High Financial Performance with Mission Driven

Work

High Mission, Low Financial

Performance

Opportunity Cost Curve for Financial Performance and Mission Initiatives

9

Organizational structure

Human Resources Office of Community Engagement

Business Diversity

Recruiter

Community Benefit Specialist

Executive Leaders responsible for strategic direction

Capital Projects

SVP, HR

AVP, Employee and

Organizational Development

AVP, Community Engagement

Director, Supply Chain

Strategic Sourcing Manager

VP, Capital Projects

Anchor

Core Team

AM Manager

Data AnalystCareer Dev.

Manager

CEO COOSVP, Community

Health EquitySVP, HR

VP, Strategic

Planning &

Communications

CFO

Treasury

VP, Treasury

AVP, Treasury

Anchor-specific roles

AVP, Capital Projects

Three Key Messages about Implementing Change

Understand the Power of Leverage!

Choose the Right Measurement Strategy

Start with a Clear, Powerful MessageFrame your initiative with a clear business case that highlights the long

term results that are projected to accrue from the investment.

How can we collaborate with other health systems and pubic/private companies to improve economic vitality? Work with our competitors and remain part of a bigger team.

Measure social outcomes to track project successes and opportunities for improvement over time.

Evaluation and Tracking Progress

DESIGN SUCCESS

METRICS TO TRACK

PROGRESS

DEVELOP REPORTING

DASHBOARD

COMMUNICATE TO

RUSH ORGANIZATION

• Define metrics for

‘Intended Impact’ that are

measurable in the short-

term

• Identify a set of

‘progress’ metrics that

can be tracked across

initiatives

• Build simple-to-use

tracking tool that

facilitates discussion

across Rush audiences

• Design reporting

dashboard to be

periodically shared with

Rush community

• Design comprehensive

communication plan to

inform and engage the

Rush community in the

AM

• Tailor communications

content, timing, and

medium to specific

internal/external

stakeholders, as needed

Quick wins have created momentum

Buy and Source

Locally

Hire locally and

Develop TalentInvest Locally

Volunteer and Support

Community Building

Ru

sh

In

tern

al A

nc

ho

r M

iss

ion

Anchor mission community

vendors “pop-up store”

events on Rush

campus

Developed new vendor list

highlighting West Side

Suppliers

Moved four spend

categories to Anchor

Mission vendors

Set Spend Goals in line

with our Diversity &

Inclusion Strategy

Hired Career Development

Manager and Community

Liaison Sr. Talent Acquisition

Consultant

Developed partnership with

two training organizations -

Cara and Skills for

Chicagoland’s Future

Launched Medical Assistants

pathway program (tuition free)

Accion, CCWP, CCFA, MXC,

OMD

Yr. 1 Invested $2.08M

in Affordable

Housing and

Workforce

Development

projects

Yr. 2 Committed to

investing $2.5m

West Side Anchor

Communities starting

Selected 6 initiatives

for investment

Yr. 3 committed to

$2.0M investment

Launched Employee

Volunteer Program

pilot in January 2018

Partnered with Chicago

Cares to make

external volunteer

opportunities

available to

employees

Will host 3 Rush Wide

Volunteer events in

FY 19

The Greater Work Begins…

Convene other healthcare systems & banks to discuss ways to partner on projects, co-source funding, share ideas, and share the spotlight

Leveraging Our Collective Resources

West Side Anchor Committee (WSAC): Purposed, Goals, Mission and Vision developed and approved with community partners

Purpose

The WSAC has come together on three

guiding principles while supporting the

internal anchor work of individual

institutions

Develop dashboard

and share data

Share best practices

Identify and implement

collaboration opportunities

Reduce the life expectancy gap between the Loop and West Side communities by 50% by 2030.

MANY VOICES…ONE WEST SIDE

West Side United, a collaborative of 6 hospital institutions and community partners was formed to address the social determinants of health across

the West Side

MISSION

To build community health and economic wellness on Chicago’s West Side and build

healthy, vibrant neighborhoods.

VISION

To improve neighborhood health by addressing inequities in healthcare, education,

economic vitality and the physical environment using a cross-sector, place-based strategy.

Partners will include other healthcare providers, education providers, the faith

community, business, government and residents that work together to

coordinate investments and share outcomes.

AIM

To reduce the life expectancy gap between the Loop and Westside neighborhoods by 50% by

2030. 17

OUR JOURNEY TO DATE:

Convening at

Malcolm X

College

Jan 2017

Feb 2017

West Side

Anchor

Committee

formed

Mar-Jul 2017

Listening Tours

held, “What We

Heard” Report

published

Planning

Committee

formed

Aug 2017

Feb 2018

Official WSU

launch event

TODAY!

2017 2018 2019

Dec 2018

Leadership

Council formed

Focus area Working

Groups formed,

initiatives launched

2017-2019

What We Have Done Since February 2018CURRENT 2018 GOAL

Community Health Strategy

• Developed an overarching framework to guide future health initiatives on the West Side, leveraging/ scaling Institutions’ existing activities and filling gaps. Areas of focus: maternal/child health, hypertension management, childhood asthma, healthy eating/active lifestyle, mental/behavioral health

CHW • In response to the Planning Committee (PC), at least 8-10 additional CHWs will be working on the West Side, utilizing available seed funding. $125,000 was allocated to Enlace to support their CHW program

Co-Locating Health Services

• In response to the PC, $125,000 will be allocated to a community based organization to augment co-located mental & behavioral health services.

Impact Investing • Allocate $2.5M to projects on the West Side. By doing so, establish experience of collaboration and lay the ground for expanding the pool including additional funders in 2019

Healthy Food Strategy • Developed an overarching framework to guide future initiatives to improve access to healthy food for West Side residentsleveraging / scaling Institutions’ existing activities and filling gaps. 6 strategies have been developed

Local Hiring • Collected hiring data across all hospitals. Next goal is to establish individual and collective local hiring goals and partnerships to meet those goals

Employee ProfessionalGrowth

• Launched an inaugural cohort of 33 current employees who will be trained (at no cost) to receive Medical Assistant certifications

Business Development • Developing a plan for a laundry-linen worker cooperative based on hospital commitments and identify technical assistance partners to launch 18-month implementation process

Small Business Grant Pool • In late October will disperse a $100,000 for small grants ($1,000 - $15,000) to support local business. By doing so, establish experience of collaboration and lay the ground for expanding the pool including additional funders in 2019

High School Internships and College Apprenticeships

• Collected data on existing education pipeline programs from all hospitals; developing a strategy to serve more West Side students

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What Have We Learned

Not all institutions have the same amount of funds to invest

Not all institutions are on the same timeline

So, consider:

– Is there a grant we can all contribute to and announce together (e.g. business accelerator)?

– Can we fund a total commitment amount as a group (without individual amounts published)?

– Can we leverage our relationships with the commercial banks to align our interests and value systems for bank commitments? i.e. the power of persuasion

– How do we build, sustain and leverage community relationships to meet the bigger goal

Reduce the life expectancy gap between the Loop and West Side communities by 50% by 2030.AIM:

QUESTIONS?