It Takes a Village

If, as the saying goes, “all politics are local,” the same can be said of health care. As health care consumers continue to have greater agency in their health care decision-making and as the ACA requires nonprofit hospitals to focus on the long-term wellness and health of patients, the medical services available should now - more than ever - reflect the specific needs of the community in which they are offered.

In order to meet the needs of the community it serves, health care providers such as Tampa General Hospital (TGH) are looking to strategically collaborate with community partners like never before. For example, at TGH we work closely with a handful of partners throughout the community on programs that focus on preventative care and a wellness mentality that keeps people living healthier lives.  As such a high percentage of chronic diseases are linked to behavior, the more we can partner on community health initiatives, the less intensive and expensive health care costs will be down the road.

Collaborating and developing community partnerships should not be done in vacuum. By that I mean, hospitals and providers should consider a host of factors specific to the community it serves. Specifically, they should think about answers to the following questions when designing and developing these partnerships and programs:

• What does the community need? Results of community needs assessments should be at the foundation of community partnerships. This will allow you to use objective data when developing new programs and ones that speak to the documented needs of your community. For example, in some communities, assessment results will lead you to develop obesity prevention programs, while in others, it might be diabetes education or infant mortality protection programs. 

• What do the people want? Listen to your friends and neighbors to figure out what services they are asking for. While assessments will help define priorities and programs, it is equally important to directly listen to the population you serve. One way to do this is to hold conversations at different locations throughout the community in order to hear from a broad cross-section of the population. 

• What are active access points for the community? In some, churches are a significant spot for activity and engagement, in others it is schools or community centers. Think about where neighbors go, and work with those institutions, when possible, to offer services. A great deal of providing community services is breaking down barriers to access.

• Are you taking the long view? Partnerships and programs should be seen as providing a continuum of care for the community. Community partnership services should reflect an emphasis on preventative care, prevention and wellness enhancement as well as direct services.

• Are you engaging neighbors and advocates to promote health and wellness? Empowering folks to take an active role in their health as well as that of their neighbors can be an effective and powerful thing. Think about developing partnerships that work to promote education about the health care policies that affect their community as well as providing opportunities for them to serve as ambassadors in their neighborhoods. This will allow you to develop a new set of stakeholders in the programs and services you offer, while continuing to develop more expansive ways to promote healthy living.

As the health care landscape continues to change and as consumers and neighbors rely on providers for more than just their direct services, leaders and organizations must continue to reimagine what it means to provide care. Today, we in the industry are charged with taking care of the health and wellness of our whole community and not just the patients that walk through our door. With this mindset, it takes our whole community strategically working together to make this happen. The more we can partner, the stronger our community will be.