Models for Population Health Improvement by Health Care Systems and Partners Tensions and Promise on the Path Upstream: Proceedings of a Workshop (2022) / Chapter Skim
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4 Downstream: Addressing Patients' Health-Related Social Needs
4 Downstream: Addressing Patients' Health-Related Social Needs
Pages 25-32
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From page 25... ...
RUSH SYSTEM FOR HEALTH: A CASE STUDY FOR HEALTH EQUITY Darlene Oliver Hightower from Rush began her presentation with some background on the health system. As she explained, Rush is a 180-year-old medical center located on the West Side of Chicago.
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In addition to using its own resources, by forming a collaborative, Rush could engage and persuade other health care institutions in the Illinois Medical District to make similar investments. In partnership with the other anchor institutions, Rush developed the West Side Anchor Committee.
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To elevate the anchor mission work within the health system and move it forward, Rush established executive leadership commitment and a new internal structure. Hightower concluded by pointing out that Rush's commitment served as a catalyst for other organizations operating on the West Side of Chicago, including community-based organizations, social services agencies, philanthropy, and government, which led to the establishment of West Side United.
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The six participating organizations are Rush, which serves as the lead organization; Lurie Children's H ospital of Chicago; UI Health; Cook County Health; Sinai Health System; and AMITA Health. The collaborative has a shared vision of improving neighborhood health by examining inequities in health care, education, economic vitality, and the physical environment using cross-sector, placebased strategies.
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Another example Jaco described is the Small Business Grant Pool, which was piloted in 2018 with $85,000 in total grants provided to support capital improvement and hiring of additional staff at seven small businesses. In 2019, a generous donation from JPMorgan Chase increased grant funding to $500,000 total for up to 30 grants, with the goal of helping to rebuild some of the communities that had not recovered since 1968.
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On the health care system side, health care systems come to the table as equal partners and work to build a shared vision for decreasing the gap in life expectancy. AUDIENCE DISCUSSION Kraft opened the session's discussion period by saying "Change happens at the speed of trust." She asked Hightower and Jaco to describe successful practices for building trust between health systems and communities.
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In addition, David Ansell, Rush's former chief medical officer and current head of community health equity, had worked in safety net institutions on Chicago's West Side and had been focused on these disparities. With respect to the financial results, Hightower noted that Rush executives are excited about social impact investing because Rush will get a return on
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Hightower added that pairing Rush's health equity work with its diversity and inclusion training could help to change the culture internally and build support for these changes in hiring practices. Jaco added that West Side United has helped to bring together hiring managers across the six participating institutions to consider ways to change policies.
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