Investing in Interventions That Address Non-Medical, Health-Related Social Needs Proceedings of a Workshop (2019) / Chapter Skim
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3 Housing Interventions
3 Housing Interventions
Pages 21-34
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From page 21... ...
• Health care systems do not need to work on housing inter ventions alone; rather, they should partner with the existing community development sector that works in the housing arena every day. (Hacke)
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From page 22... ...
The panelists were Robin Hacke, Executive Director of the Center for Community Investment; Ross Owen, Health Strategy Director at the Hennepin County, innesota, Accountable Care Organization (ACO) ; Angela Mingo, M Director of Community Relations at Nationwide Children's Hospital; and Bechara houcair, Senior Vice President and Chief Community C Health Officer at Kaiser Permanente.
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From page 23... ...
When her team examined the motivations TABLE 3-1 Health Care Systems Committing Resources to Develop Affordable Housing and Who Are Participating in the Accelerating Investments for Healthy Communities Initiative Participating Institution Focus Region Bon Secours Mercy Health System Baltimore, MD Cincinnati, OH Dignity Health San Bernardino, CA Kaiser Permanente Purple Line Corridor, Prince George's/Montgomery Counties, MD Nationwide Children's Hospital Columbus, OH UPMC Pittsburgh, PA NOTE: UPMC = University of Pittsburgh Medical Center. SOURCES: Presented by Robin Hacke, April 26, 2019, at the Workshop on Investing in Inter ventions That Address Non-Medical, Health-Related Social Needs.
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From page 24... ...
Those that focus more on narrower ROI considerations tend to invest in emergency shelters, transitional housing, and supportive housing. What she is seeing among the leaders in this program is an interest in a broader set of affordable housing investments, including family housing; affordable housing for their own workforces, especially for the people who are at the lower end of the income spectrum; and the continuum of housing options that allows people to move through the spectrum as their needs change (see Figure 3-1)
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From page 25... ...
Finally, she said, health systems have a role to play as a convener of a range of partners to meet regularly and build momentum. MEDICAID ACCOUNTABLE CARE ORGANIZATION Hennepin Health, explained Ross Owen, is an ACO focused on caring for complex Medicaid enrollees in Minnesota's largest county, which for the past 30 years has functioned as a department of county government with its own Medicaid health plan operating on a capitated reimbursement arrangement with the state Medicaid agency.
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From page 26... ...
Though historically, health care, human services, and public health were not good at working together, Owen said Hennepin Health linked them together with a governance model that includes a shared electronic health record (EHR) , collaborative decision making, integration of data and services, a risk-sharing funding model, and an infrastructure to measure impact.
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From page 27... ...
With the obvious overlap of housing instability and health care needs, Hennepin Health has rolled out a variety of interventions intended to connect housing and health care and reduce acute care costs. One intervention involved hiring county-employed social workers and deploying them into the medical system to provide what Hennepin Health calls social service navigation.
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From page 28... ...
Healthy Neighborhoods Healthy Families has partnered with a faithbased community development corporation involved in affordable housing to revitalize the homes of current owners, eliminate blighted properties in the neighborhood, and increase home ownership. Though the initial stretch goal was to improve 100 properties, the program has been able to improve more than 300 homes over the past decade through a combination of improving vacant and blighted residential properties, financing infill housing, and expanding housing opportunities overall for residents in the neighborhoods.
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From page 29... ...
SOLVING AMERICA'S HOUSING CRISIS REQUIRES ALL HANDS ON DECK One lesson Kaiser Permanente, the largest nonprofit integrated health system in the country, has learned over the years is that health care services are not going to be enough to optimize the health of its 12.4 million members because health happens in the communities in which those
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From page 30... ...
Policy can serve as a key lever to address housing affordability, said Choucair. As a partner in the CityHealth project that John Auerbach discussed in the previous panel session, Kaiser Permanente identified nine policies that improve health, including one policy on inclusionary zoning.
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From page 31... ...
DISCUSSION Mikelle Moore from Intermountain Healthcare asked the panelists for ideas on how health care systems can act as a convener of other sectors. Hacke replied that because health care in many ways straddles the private and not-for-profit sectors and because chief executive officers of health institutions have a certain gravitas associated with them, she has found that health system leadership has an unusually powerful voice in discussions that cross sectors or in advocacy campaigns.
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From page 32... ...
Auerbach asked the panelists if there was something that the federal government could do to help scale successful local activities to other parts of the country. Hacke suggested the federal government should create a more rigorous requirement around community benefit that emphasizes efforts addressing the social determinants of health and to allow edicaid M funding to go for housing in more direct ways that are not a function of individual waivers.
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From page 33... ...
Choucair countered that for an integrated health system such as Kaiser Permanente, value-based care is baked into the organization's DNA. "For me, that puts the work we do at the core of our business strategy as opposed to this nice thing we do on the side," said Choucair, who added this is why Kaiser Permanente has a chief community health officer as well as a chief medical officer.
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