lessons in collaborating for public health

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Lessons in collaborating for population health

Improving

Community Health

through

Hospital–Public Health

Collaboration


12 successful partnershipsrecognized and featured in the report

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1 Kaiser National Community Health Initiatives

2 California Healthier Living Coalition

3 St. Johns County Health Leadership Council

4 Quad City Health Initiative

5 Fit NOLA Partnership

6 HOMEtowns Partnership, MaineHealth

7 Healthy Montgomery

8 Detroit Regional Infant Mortality Reduction Task Force

9 Hearts Beat Back: The Heart of New Ulm Project

10 Healthy Monadnock 2020

11 Healthy Cabarrus

12 Transforming the Health of South Seattle and South King County


Collaboration experiencesprovide insights for others

3

Each of 12 partnerships from across

the nation has at its center a

health system that gathered

community and

governmental bodies with

one mission — preventing illness

and promoting population health.

The best practices of these partnerships became

a report providing insights for others to create

collaborations for improving health within their

own communities.


Lessons in collaborating forpopulation health

4

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http://www.grantthornton.com/issues/library/whitepapers/health-care/2014/11-Population-health-collaboration-Prybil.aspx


Hospitals and public health departments as core partners; private and public parties engaged

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To have enduring impact, include hospitals

and public health departments as core

partners but over time engage a broad range

of other parties from the private and public

sectors.


Partnerships built on trust-based relationships

6

Whenever possible, build your partnership on

a foundation of pre-existing, trust-based

relationships among some, if not all, of the

principal founding partners. Other partners

can and should be added as the organization

becomes operational; building and maintaining

trust among all members is essential.


Mission and goal statement focused on high-priority needs, inspiring community interest, engagement and support

7

In the context of the community’s health needs,

community organization capabilities and

resource constraints, adopt a statement of

mission and goals that focuses on clearly

defined high-priority needs and that will inspire

communitywide interest, engagement and

support.


One or more “anchor institutions” dedicated to the mission and committed to ongoing financial support

8

For long-term success, have one or more

“anchor institutions” dedicated to the

partnership’s mission, with a strong

commitment to provide ongoing financial

support.


A chartered body empowered to set policy and provide strategic leadership

9

Have a designated body with a clearly defined

charter empowered by the principal partners to

set policy and provide strategic leadership for

the partnership.

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Mutual understanding — among all participants, including the community — of population health concepts, definitions and principles

10

Strive to build a clear, mutual understanding

of “population health” concepts, definitions

and principles among the partners, participants

and, as much as possible, the community

at large.


Measures to address, objectives and targets; also, metrics and tools

11

To enable objective, evidence-based evaluation

of progress in achieving mission and goals,

and for accountability to key stakeholders,

specify the community health measures to

address, objectives and targets, and metrics and

tools to track and monitor progress.


“Impact statements” about partnership effects in relation to costs

12

Prioritize developing and disseminating “impact

statements” that present an evidence-based

picture of the effects that efforts are having in

relation to the direct and indirect costs.


A strategy for broadening and diversifying sources of funding

13

To enhance sustainability, develop a deliberate

strategy for broadening and diversifying sources

of funding support.

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Oversight committees established by boards

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Nonprofit hospitals and health system governing

boards and local health department boards

should establish standing committees with

oversight responsibility for examining

community health needs, establishing priorities

and developing strategies for addressing

them, including multisector collaboration

focused on community health improvement.


Policy positions adopted by government agencies to promote development of collaborative partnerships

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Local, state and federal agencies with

responsibilities related to population health

improvement and hospital and public health

associations should adopt policy positions

promoting development of collaborative

partnerships of hospitals, public health

departments and other stakeholders to assess

and improve the health of their communities.


Study report team

Lawrence Prybil, PhD, lead researcher

F. Douglas Scutchfield, MD

Rex Killian, JD

Ann Kelly, MHA

Glen Mays, PhD

Angela Carman, DrPH

Samuel Levey, PhD

Anne McGeorge, MS, CPA

David W. Fardo, PhD

Commonwealth Center for Governance Studies, Inc.

with grant support from:

Grant Thornton LLP

Hospira, Inc.

Robert Wood Johnson Foundation

November 2014

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Collaborating forpopulation health

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Issues trendingin health care

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We offer our insights

to help your organization

grow and thrive.

grantthornton.com/healthcare

http://www.grantthornton.com/healthcare


Anne McGeorgeNational Managing Partner

Health Care

[email protected]

+1 704 632 3520

Erik ShannonPartner-in-Charge

Health Care Advisory Services

[email protected]

+1 832 487 1440

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