WINTER 2011-2012
Public Health
DIRECTIONS IN THIS ISSUE: A Message from Richard J. Cohen (2)… Born a Social Worker: Q&A with Wayne Pendleton (3)... Targeted Solutions: Building a Sustainable Organizational Strategic Plan (4)... PHMC’s Goals: Excerpted from the 2011–2013 Strategic Plan (5)... From the Boardroom: Q&A with the Honorable Renée Cardwell Hughes (6)... Save the Date for MOSAIC (7)... Where Creating Careers Meets Workforce Needs (8)... CHDB Report (10)... The Public Health Bracket (12)
PHMC UNVEILS New Strategic Plan
T
hirty-nine years ago, J. Douglas
the Honorable Renée Cardwell Hughes,
so it’s important to look five and 10 years
MacBride joined a small group of
Ana Pujols-McKee, Kenneth Veit and
down the road and integrate viewpoints
public health advocates to form the
Sharon M. Gallagher.
from all stakeholders.” Key young leaders
initial organization that laid the ground-
In a process overseen by Anne Saporito,
joined senior staff to review the organiza-
work for what was launched in 1972 as
senior manager of training and organization-
tion’s existing mission and vision and use
Philadelphia Health Management Corpora-
al development and Jo Surpin, a consultant
them as starting points to identify goals.
tion. In 2010, as board secretary and chair-
from Strategic Health Alliance, more than
“One of the things of great value at PHMC
man of the strategic planning committee
100 PHMC and affiliate staff members from
is that you have a lot of people with a great
for PHMC (now Public Health Management
across the organization joined together in
deal of history that balance the future lead-
Corporation), he guided a group of PHMC
May 2010 for a series of roundtable discus-
ers of the organization,” says Surpin. “It’s very important for us to get everybody’s input.”
“
RELOOKING AT THE ORGANIZATIONAL PLAN GAVE US AN OPPORTUNITY to do a good analysis of the strengths and weaknesses of our organization.”
Katherine Harvey, director of case management and program standards for PHMC’s Forensic Services, has been working at PHMC close to 10 years. She is one of the young leaders who participated in the strategic planning process.
stakeholders who renewed the organiza-
sions. “Relooking at the organizational plan
Initially Harvey worked as an evaluator
tion’s goals and objectives from the exist-
gave us an opportunity to conduct a good
in the clinical evaluation unit within the
ing strategic plan that dated back to 2005.
analysis of the strengths and weaknesses
Forensic Intensive Recovery (FIR) pro-
“I’ve been involved in a number of strate-
of our organization,” says PHMC President
gram, which assesses criminal offenders
gic plans for PHMC and we felt that it was
and CEO Richard J. Cohen. “It was a very
for chemical dependency, refers them to
an appropriate time to revisit and update
inclusive process and I’m pleased with the
community-based providers for residential,
the plan,” says MacBride. Also serving
outcome.”
intensive outpatient and regular outpa-
on the committee were 2010–2011 board
The process deliberately involved young
tient treatment services and provides case
members Denise Christian, Theodore A.
leadership. “PHMC takes succession plan-
management services for FIR program
Christopher, Paul A. Dandridge, George
ning very seriously,” says Saporito. “An
participants. Formerly a substance abuse
E. Downs, Robert Gage, Charles Greene,
organization is only as good as its staff,
continued on page 5
a publication of
PUBLIC HEALTH
management corporation
A MESSAGE from Richard J. Cohen As an innovator in public health management, PHMC always sets its sights ahead to help us more effectively manage the here-and-now while anticipating what is coming.
T
his is how we—and those we
has led us to our most recent affiliation,
PHMC leaders: Chief Operating Officer
serve—can be ready to tackle every
with Metropolitan Career Center, which
Wayne Pendleton, who reveals his 10-year
challenge and opportunity.
we profile in this issue.
vision for the organization, and Board Chair-
So it may seem as though Public Health
Another of our affiliates, Public Health
person the Honorable Renée Cardwell
Directions always should focus on the
Fund (formerly Philadelphia Health Care
Hughes, who tells us that the board’s
future; but then, how would you learn about
Trust), helps secure the future of public
priorities are about laying the foundation
all that our forward thinking has helped us
health innovation by providing funding to in-
for PHMC’s second 40 years.
to accomplish in the months gone by? Even
novative programs. This foundation also has
With that in mind, we ask you to save the
if we cannot do so all the time, in this issue
looked to its own future, developing a stra-
date for our 40th anniversary celebration.
we do indeed look ahead.
tegic plan with the assistance of PHMC’s
Read about what we have in store, both hon-
As the cover story about our new strate-
Targeted Solutions; I urge you to read about
oring those who have built us to what we are
gic plan suggests, readying for PHMC’s fu-
the valuable process that has helped the
today and—with our special guest who is just
ture is not enough. As vanguards, we must
foundation to clarify its direction.
earning her MPH and trailblazing in public
help ensure the viability of public health as
Our four decades have shown us, over and
a whole, and this is one reason we involved
over, that there is always something new to
health globally—very much looking ahead. At this holiday season I wish a future of
our young, emerging leadership in the pro-
explore in public health. One of the great re-
health and happiness to you, our employ-
cess. The PHMC we are creating for five, 10
sources through which PHMC has pioneered
ees, partners and supporters, and to all
or 20 years down the road is their PHMC,
that exploration is our Community Health
those we collectively serve.
and the future vehicles of public health that
Data Base (CHDB), through which we
we help to build are the ones that they must
have fielded the Southeastern Pennsylvania
have the strategic experience to steer.
Community Health Survey over the past 28
This interest in workforce development
years. This issue’s CHDB article focuses
goes beyond the public health profession.
on one of the new question areas from our
As we’ve long held at PHMC, strength in
2010 survey: substance abuse recovery and
workforce and strength in the public’s
the attitudes about recovery and treatment.
Richard J. Cohen, PhD, FACHE
health go hand in hand. This philosophy
You’ll also read Q&As with two key
President and CEO of PHMC
Yours in public health,
All of us at PHMC wish you and your family a safe, warm holiday season and a healthy year ahead. Since these are comforts not everyone enjoys, celebrate with the gift of public health to those who need it the most. Add PHMC tribute donations to your gift-giving list. Go to PHMC.ORG/DONATE.
page 2 PHMC.ORG
Born a Social Worker: Q&A with PHMC COO Wayne Pendleton
W
ayne Pendleton may be in executive management, but don’t let the
Click here for more Q&A with Wayne Pendleton.
title fool you—he’s always doing
social work. “I just happen to be doing it not sitting across a table from a client or a family,” Pendleton says, “but doing it on behalf of empowering and supporting and emboldening an organization. So I’m just providing it, in essence, on a larger, macro level.” Pendleton’s roots as a social worker run deep. He learned a nascent form of the craft
Q A
What were the formative things
past five years. There’s been tremen-
that shaped your worldview and
dous growth and diversification within
led you toward a career in health
this organization and there’s a strong
management?
desire, coming from Richard and the
It’s been somewhat of a long road. I’ll
board, and staff as well, to continue
start by saying as the third oldest in a
to grow. It was time for Richard—and
family of nine I probably started my so-
he made this decision himself—to cre-
as the third child in a family of nine, master-
cial work career by being in that position
ate, recruit and hire for a position, and
ing the intricacies of conflict resolution al-
in my family. Lots of people around me.
a person, that can support that growth
most as second nature. Eventually he chan-
And when you grow up in a large family
and support the infrastructure that is
neled those early lessons into a master of
you gain skills in observation, influence
needed to make that growth success-
social work degree from Temple University
and negotiation….I think that growing
ful. [I want] to make sure that the or-
and a successful career as a licensed social
up in that size of a family and being in
ganizational culture is aligned with the
worker in the Philadelphia area.
that position in the family got me inter-
mission and the growth imperative. Just
ested in people.
to tighten the bolts a little bit.
Pendleton moved into healthcare management with stints at Philadelphia Corporation for Aging, at a PACE program sponsored by Penn Nursing and at South Jersey Healthcare. As announced in our summer issue, in July 2011 PHMC hired Pendleton to serve as its new Chief Operating Officer. Pendleton also is PHMC’s first Chief
Q A
Do you ever find yourself as an executive referencing the time you spent studying and working in the field, in order to better relate to people? Oh yeah. I always do. I always lead off with what I just led off with, that I’m the third of nine and I’m a trained social worker. But
Q A
I think it’s fair to ask you this question since you’re COO: Where do you see PHMC in 10 years? And you can take that question any way you want it to go. A month in, you’re going to ask me that question? [laughter] PHMC is well on its way and is well recognized as a public
Operating Officer, a position developed
then fairly quickly I move to wherever the
health institute, but I see PHMC as the lead-
by CEO Richard J. Cohen to help support
discussion is, bringing the social work
ing public health institute in the country in
growth and manage organizational culture.
background back to what I’m doing now
10 years—the absolute gold standard.
A warm man with a composed air that
so that people understand they’re not
belies his coiled frame (he played football
relating to a professional social worker;
at University of Pittsburgh), Pendleton
they’re relating to a healthcare senior
comes from what he describes as a “long
manager who happens to have a social
line of helping professionals”: ministers,
work background.
nurses, teachers. And now Pendleton, some combination of the three. Pendleton says he looks forward to the challenge of bringing PHMC to “premier status nationally.” Public Health Directions sat down with Pendleton, one month into his new role, to get his perspective on the position and the experiences he brings with him.
Q A
Q A
On a personal level, how have people welcomed you here? The people have been great. In an established organization with staff, many of whom have been here for a long time,
Shifting gears a little bit—and this
and in the context of an evolving reorga-
is a pretty broad question—but
nization where there is some degree of
why do you think PHMC created this
uncertainty, someone coming in at my
COO position?
level in a new position could have been
A couple of reasons. I think [CEO] Rich-
feared and perceived other than I’ve
ard [Cohen] clearly understands that
been perceived and welcomed…. Yeah, I
PHMC has grown dramatically in the
made the right decision.
Public Health DIRECTIONS WINTER 2011-2012 page 3
Targeted Solutions™
Building a Sustainable Organizational Strategic Plan Philadelphia Health Care Trust (now Public Health Fund) has fostered health care delivery, research and education in the greater Delaware Valley region since 1996. When it joined PHMC as an affiliate on July 1, 2010, its newly formed, six-person board decided that one of its priorities was to develop a new organizational strategic plan for the foundation.
W
hen absorbing an organization,
says Pearson. Additionally, through a
you can’t run rudderless. It’s
SWOT analysis that assessed the founda-
important to establish a mission
tion’s strengths, weakness, opportunities
statement and a vision,” says Michael K.
and threats, Targeted Solutions helped to
Pearson, treasurer for Public Health
pinpoint future steps the organization can
Fund’s board of directors. “Plus, Targeted
take to ensure sustainability within the
Solutions™ has experience in the health-
region. “It’s important to have succinct
related areas.” Targeted Solutions has
language that accurately describes where
been helping organizations establish solid
the organization is headed,” says Pearson.
strategic plans for the last 18 years. A
“Targeted Solutions took our feedback and
strategic plan helps an organization set
codified it into distinct bits of data.” In the
priorities, realistic goals and objectives
course of six months, Targeted Solutions
consistent with its mission while helping
completed the strategic plan, identified a
to establish realistic timelines consistent
grant-making framework and refined the
with the organization’s capacity.
vision and mission of the organization.
Targeted Solutions consultants used
Says Pearson, “By using Targeted Solu-
the framework of the foundation’s mission
tions, we’ve achieved a strategic plan as
and vision as the basis for interviews with
economically responsibly as possible with-
board members and other stakeholders.
out compromising the quality of the work.”
“It’s very important to have an entity like Targeted Solutions interview key individuals in our region from different walks of life. It let us know how we can best impact health through innovative funding,”
“ W orking with Targeted Solutions GOT US TO CLARIFY WHAT WE WERE ALL AFTER.”
Targeted Solutions, the consulting practice of Public Health Management Corporation, helps nonprofit organizations in the region address many of the challenges of today's changing health and human services environment. From improving communications with funders and donors to carrying out mission-critical initiatives and increasing operating efficiencies, PHMC’s Targeted Solutions offers practical, strategic, proactive consulting services and products tailored to meet the needs of client organizations. For a full list of Targeted Solutions products and services, please contact Farrah Parkes at fparkes@phmc.org or 267.765.2343.
Strategic Plan... continued from page 1 counselor with a background in social
what she learned during the strategic plan-
maximize those synergies,” says Surpin.
work, Harvey quickly embraced the work
ning process to share organizational infor-
“It’s important to pause and see whether
of the organization. “I appreciated the di-
mation with her staff. “As a leader, I ask
what you’re doing makes sense.”
versity of the programming at PHMC and I
myself what I can do in my day-to-day tasks
The new strategic plan, which was ap-
knew I wanted to stay,” she says.
to empower and train my supervisors,” she
proved by the board in December 2010 to
Harvey moved on to senior evaluator and
says. “The plan encourages us to constantly
cover the three-year period from January
then to evaluation supervisor before tak-
communicate key organizational develop-
2011 through December 2013, lists 27
ing her current position. During her time at
ments with staff.”
objectives under six overarching goals. “If
PHMC, she also completed her master de-
As the process unfolded, the group iden-
you look back over our plans in the last 25
gree in social work at Widener University,
tified and developed six key goals for the
years, the new one hasn’t diverged much,”
encouraged by supportive mentors in senior
organization: public health issues, service
says MacBride. “We have some basic val-
management. She appreciated the opportu-
to community, quality of service, infrastruc-
ues that have always been in place, but we
nity to directly contribute to the strategic
ture, financial viability and growth and orga-
were able to clarify our position and set our
planning sessions. “I was ecstatic about be-
nizational vitality. “It’s unusual to have
direction with very clear goals.”
ing involved in the process,” says Harvey.
a corporation like PHMC that has direct
Says Harvey, “The new strategic plan
“It gave me a voice. It gave me a chance to
service, advocacy and many other various
makes me feel proud to work at PHMC. I
give input on an intimate level.” She used
components. Re-strategizing allows you to
really feel invested.”
11–2013 Strategic Plan PHMC's Goals: Excerpted from the 20 Public Health Issues nse Lead in the identification of and respo s. issue h healt c publi
Infrastructure
to existing and emerging
nal and operational infrastrucCreate and maintain the organizatio ces and growth. ture needed to support programs, servi
Financial Viability and Growth
Service to Community
through existing and new proPromote financial viability and growth grams, services and affiliations.
rams and services that are best Initiate, expand and maintain prog and communities we serve, alaligned with the needs of the people those hardest to reach. ways inclusive of the underserved and
Organizational Viability
ibutions with career pathways Support and recognize staff contr e leadership and governance across the enterprise. Ensure futur and promote a positive public through succession planning. Ensure n. image and reputation for the organizatio
Quality of Service
s the quality, safety and effecIdentify and implement metr ics to asses ded, to ensure accountability. tiveness of programs and services provi
Board News
We appreciate these members who have
Gallagher and Patrick J. Eiding, executive
PHMC welcomes to its board of directors
assumed new roles on the board in the
committee members.
Joseph M. DiMino, director of health and med-
2011-2012 term: The Honorable Renée
ical director of the Montgomery County Health
Cardwell Hughes, Chairperson; Denise
PHMC sincerely thanks departing board
Department; Autumn A. Graves, president of
Christian, MD, Vice Chairperson; Michael
members Paul A. Dandridge, former chair-
Girard College; and Michele Volpe, executive
K. Pearson, Treasurer; Stephen P. Fera,
person, and Ana Pujols-McKee, former vice
director of Penn Presbyterian Medical Center.
Secretary; Robert W. Gage, Sharon M.
chairperson, for their years of service.
Public Health DIRECTIONS WINTER 2011-2012 page 5
From the Boardroom: Q&A with the Honorable Renée Cardwell Hughes The Honorable Renée Cardwell Hughes has served on the PHMC board of directors for the past four years and was elected board chair in June 2011. She also serves on the board of PHMC affiliate Joseph J. Peters Institute (JJPI), and was board president for the last two years. In May 2011, the Southeastern Pennsylvania Chapter of the American Red Cross named Hughes to the position of Chief Executive Officer. Previously a Philadelphia Common Pleas Court judge for 16 years, Hughes conducted both civil and criminal proceedings but developed a reputation for deftly handling a number of high-profile murder cases. Public Health Directions asked Hughes about her passion for serving the Philadelphia community and what she has gleaned from the experience.
Three things Hughes says every board member needs to successfully serve an organization:
Q A
Who inspires you to
who required mental health services.
give back to the community?
I was on the board of JJPI at the time
My parents definitely inspire me to give
when PHMC sought to affiliate with it,
back. As the oldest of five children, my
so I learned more about the corpo-
parents always took the position that I
rate structure and how PHMC benefits
was responsible for my younger brothers
smaller nonprofits. Then I met Richard
1. Commitment. Be committed to learn-
and sister. It was important to my parents
Cohen, a force of nature with a pas-
ing the business of the organization
that we were all independent and self-
sion for public health and a belief that
and attending board meetings. Addi-
reliant. I am also of the age where the
PHMC can improve the health of fami-
tionally, you have to be committed to
civil rights movement was very important
lies in the region. When he asked me
the work of the organization and com-
to me. From that period, I learned that “of
to join PHMC’s board, I accepted.
mitted to using your influence and re-
those to whom much is given, much is
sources in the community to benefit the
required.” I have had the opportunity to
organization.
attend some great universities and work at some of the most amazing places. I feel I have a responsibility to share those ex-
2. C ritical thinking. A board member
periences and to give back.
who always says “yes” to everything is not a good board member. You have a
biggest challenges facing nonprofits? During these challenging times, nonprofits have an obligation to be as efficient and effective as possible. For donors to give, nonprofits need to examine
Who and what convinced you to join
the use of every dollar; that is what really
PHMC’s board?
drives the economy. That is what PHMC
I became a judge in December of
is good at—showing it is viable. It is a
1995 and within the first ninety days
challenge to convince people that out
it became apparent that some people
of all the nonprofits to support and to
the work. You have to bring enthusiasm
[coming through the court system]
partner with, they should choose PHMC,
and excitement to the board. The board
required drug and alcohol treatment
but PHMC is good at showing people that
members serve as emissaries to the
and job skills. That was when I was
they can maximize their dollar with us.
community. You have to understand
introduced to PHMC and its work with
It’s American to give, but Americans will
that and be passionate about the work
the courts with drug and alcohol treat-
only give their dollars to those organi-
that it does.
ment. Later, I joined the board of JJPI,
zations that are effective. PHMC is abso-
which also provided services to people
lutely mindful of that fact.
responsibility to ensure that the board is making a good decision and moving the organization forward. 3. P assion. You must have passion for
Q A
Q A
What, in your opinion, are some of the
page 6 PHMC.ORG
Q A
As a former judge and currently the
some of the most intractable problems in
does not just provide services, but we use
CEO of the Southeastern Pennsylvania
our community. That belief was directly
our creativity and financial strength to aid
Chapter of the American Red Cross,
relevant to my work as a judge and contin-
other organizations. PHMC leverages re-
what qualities do you believe you
ues to be relevant to my work at the Red
sources to make the community stronger.
bring to PHMC?
Cross. I have dedicated my life to liberty,
I am driven and determined to improve
justice and opportunities available to ev-
quality of life in this region, specifically the
eryone. PHMC has that same kind of pas-
health of all citizens regardless of income.
sion and commitment. PHMC does not ask
I really believe Philadelphia is a phenom-
who you are, what you do or why you do it.
enal place to live. I do not believe that
It serves. It seeks to provide greater servic-
“no” is an appropriate answer to problems.
es. PHMC also serves as a thought leader.
organization and the leadership oppor-
PHMC is committed to finding solutions to
Not enough people understand that PHMC
tunity within the organization. We want
Q A
What are some of your current initiatives with the PHMC board? PHMC is a huge nonprofit corporation that specializes in people. The big initiative right now is restructuring the
to ensure there exists an opportunity for
“
I do not believe that ‘no’ is an appropriate answer to problems. PHMC IS COMMITTED TO FINDING SOLUTIONS TO SOME OF THE MOST INTRACTABLE
people in PHMC to enhance their leadership skills. We’re laying the foundation to ensure that PHMC will be here another 40 years. We also recognize the challenges that the region faces in terms of job development. In the arsenal of services we provide, we focus on workforce
PROBLEMS IN OUR COMMUNITY .”
development and leadership opportunities that will secure the future of PHMC.
SAVE THE DATE PHMC Celebrates 40 Years of Public Health Innovation
WHEN: Tuesday, April 3, 2012, 6:30–9:30 p.m. | Sponsor reception at 5:30 p.m. WHERE: Pennsylvania Academy of the Fine Arts, Samuel M. V. Hamilton Building
Click here to learn more about MOSAIC
Join our staff, clients, board members and stakeholders for a commemoration of 40 years of service to the region as a public health leader and innovator with a MOSAIC of programs and services that create and sustain healthier communities. Highlights include: C hristy Turlington Burns, filmmaker, global maternal health advocate, master of public health student and model, speaking on her public health perspective through the lens of her organization Every Mother Counts Special tribute honoring longtime PHMC senior staff and board members
Public Health DIRECTIONS WINTER 2011-2012 page 7
Where Creating Careers Meets Workforce Needs
T
he Metropolitan
Center
they opened what was then Metropolitan
With that past growth in mind and future
(MCC) began as most great nonprof-
Career
Collegiate Center as a grassroots solution
goals for expansion in sight, MCC took the
its do, with a simple observation and
to shifts in the educational landscape.
next step in its evolution this summer by
a simple idea.
More than 40 years later, MCC has grown
joining the PHMC family of affiliates.
In the early 1970s, community lead-
into a comprehensive work readiness agen-
“We need to grow the tent even larger,”
ers in Philadelphia’s Germantown neigh-
cy serving the entire Philadelphia region.
Hahn says. “We need more people to know
borhood were concerned about the large
Today, MCC’s service profile includes a one-
that we’re here [and] we need to establish
number of young high school graduates
month readiness and placement program,
relationships with other organizations.”
who were out of work because they lacked
intensive vocational training and an accred-
Rachel Kirzner, director of social ser-
the resources needed in an increasingly
ited postsecondary vocational school called
vices with PHMC’s Specialized Health
competitive job market. A diploma wasn’t
Computer Technology Institute (CTI).
Services and one of the PHMC employees
enough anymore to earn the stability and
shepherding MCC into the affiliate net-
benefits of a white-collar job.
work, also sees potential for relationship
Or as current MCC Executive Director
building in MCC’s transition.
Linda Hahn puts it, “Some young people
“One of our biggest areas of focus is to
in the neighborhood didn’t seem to have
find connections within PHMC that can
access to the tools and resources to get
benefit from MCC training and services,”
higher education.”
says Kirzner.
Enter the idea.
The transition team predicts a strong fu-
Members of the United Methodist Church
ture bond between MCC and the Maximiz-
of Germantown—seeing need at their door-
ing Participation Project (MPP), PHMC’s
step—began to generate momentum for a
chief welfare-to-work program. The con-
local college prep academy, and in 1974
nection is clear: MPP’s clients need work
Notables
Honors, Awards and Achievements
Inquirer in its story, “Penn State Case Spotlights
On October 13, PHMC affiliate Interim
Numerous media outlets sought the expertise of
Molestation Nationally.” Glackman and Haworth
House celebrated 40 years of empowering
PHMC affiliate Joseph J. Peters Institute (JJPI)
also appeared on the November 15 Radio Times
women in recovery from substance abuse.
in response to the Penn State sexual abuse al-
on WHYY. Host Marty Moss-Coane interviewed
In a celebration that included Lisa Nutter,
legations. On November 10, Fox29 featured
them for the show “What We Can Learn about
First Lady of the City of Philadelphia, as a
Michael J. Stinson, director of prevention ser-
Child Sexual Abuse from the Penn State Case.”
presenter, Interim House recognized its cli-
vices at JJPI, on a segment titled “How to Talk to
These experts continued to provide insights in
ents and partners. Interim House awarded
Your Children about Abuse.” On November 11,
response to further media requests. JJPI is a
Kristin Gavin, founder of the local nonprofit
the Philadelphia Daily News featured “Molesters
nonprofit mental health agency providing out-
Gearing Up, with its first-ever Community
and How to Stop Them: Learning the Lessons of
patient assessment and treatment services in the
Partner Award. Gearing Up uses bike riding
Penn State Scandal,” an interview with Thomas F.
area of sexual abuse. JJPI’s mission is to reduce
as a means to empower women during peri-
Haworth, director of child and adolescent ser-
the causes and overall results of sexually abusive
ods of difficult transition. Interim House also
vices at JJPI. Haworth and Theodore Glackman,
behaviors through research, training, prevention
presented alumna Toni Montier with its 2011
executive director of JJPI, were featured in
and treatment. JJPI evaluates and treats survivors
Distinguished Alumna Award.
the November 11 edition of the Philadelphia
of sexual abuse as well as offenders.
page 8 PHMC.ORG
and MCC’s advanced occupational training already serves just such a population. “MCC is a complementary piece to what MPP already does,” Kirzner says. Hahn, executive director at MCC for the
In order to leverage that expertise,
touch after they leave school.
PHMC will create separate brands for MCC
Hahn says that familial vibe permeates
and CTI, the center’s highly respected vo-
the entire organization, and shows up most
cational school, to ensure each maximizes
prominently in the relationships built be-
recognition within its niche.
tween her staff and their clients.
last two-and-a-half years, also sees MCC
Last year, CTI enrolled 245 students. Fi-
“When somebody here gets a job, bells
as a vital addition to the PHMC network.
nancial aid was made available to qualified
ring, people dance in the halls,” Hahn says.
“If PHMC has to do with the eradication
students. Over the decade of its existence,
“Some of our students became the first in
of poverty, then that’s our middle name,”
the school has established itself as one of
generations of their families to get a good
Hahn says. “And I think they believe as
the only successful, postsecondary, non-
job with career growth potential—that ac-
we do that every piece of the picture is
profit schools in the region.
tually has benefits!”
important.”
“[CTI] is an accredited school, it’s a
For Hahn and her staff the stakes
Hahn points with pride to MCC’s past
very strong school…it really lends itself
are high, and understanding this makes
successes in workforce development and
to its own brand identity,” says Anne
them better advocates. “It’s very dra-
emphasizes the importance of job train-
Saporito, PHMC’s senior training man-
matic, and our people know that. That’s
ing in creating economic opportunity. “We
ager and the staff member overseeing the
why they’re here.”
can’t build a city, we can’t bring business
affiliate’s integration.
Through name change and mission
[and] we can’t improve quality of life in
Hahn agrees. “[CTI] is a real gem…
change, it seems some part of that grass-
Philadelphia until all Philadelphians are
it’s not easy to get a school accredited and
roots operation in Germantown never
trained to work.”
approved.”
left MCC. In attitude and outlook, the
To her, all of that theory references one
CTI’s director, Amy Miller, says the
center maintains its individualized tenor
clear fact: “Work is a basic part of being
school’s success draws from its commu-
along with a steadfast belief that those
a human being.” And in her eyes, no one
nal atmosphere. “We’re so family-oriented
lacking resources simply need someone
knows that better than the folks at MCC.
here… [The students] know this is a safe
willing to help.
“We are experts and specialists in this
place for them to come.” Miller estimates
field,” Hahn says.
that at least 90% of CTI graduates stay in
As Hahn puts it, “We’re not profit driven, we’re people driven.”
On December 1, World AIDS Day, the University
Grants
67 community healthcenter programs across
of Pennsylvania Center for AIDS Research Com-
On August 31, North Penn Community Health
the nation, including one that will develop a
munity Advisory Board recognized PHMC senior
Foundation awarded a $95,000 grant to PHMC’s
new health center in north central Philadel-
researcher Lisa Bond at its seventh annual Red
Specialized Health Services to fund the
phia through a partnership between Public
Ribbon Event. The event commemorated and
Housing First Pilot Project. The project provides
Health Management and Congreso de Latinos
highlighted the work and achievements of re-
financial assistance and housing stabilization
Unidos (Congreso). Through this new venture,
searchers and everyday heroes in the fight to
services to homeless and near-homeless families
PHMC and Congreso will work together to ad-
combat the impact of HIV/AIDS. Bond was joined
and individuals who are residents of county-
dress healthcare access barriers faced by low-
at the event by fellow PHMC employee Tiffany
funded emergency or transitional housing
income residents of the area surrounding the
Bacon, project specialist for Sisters Informing
facilities in Montgomery County. The grant took
new health center, opening in December 2011
Healing Living Empowering (SIHLE), a program
effect October 2011.
at 216 West Somerset Street in the 19133 zip
that uses peer-led group sessions to reduce HIV
code of Philadelphia.
sexual risk behaviors among sexually active Afri-
During National Health Center Week, August
can-American girls ages 14 to 18. Bacon served as
7-13, the US Department of Health and Human
mistress of ceremonies at the Red Ribbon Event.
Services announced $28.8 million in grants to
Public Health DIRECTIONS WINTER 2011-2012 page 9
Figure 1. Adults Who Once Had an Alcohol or Drug Problem by County, SEPA, 2010 50%
F
40%
30%
20%
10% 9%
11.4% 8.2%
7.5%
8.2%
Figure 2. Adults Who Know Someone Outside Immediate Family in Recovery for Alcohol or Drugs, by Gender and Poverty, SEPA, 2010 50%
40%
29.7%
29.1%
30.1%
28.1%
or the first time in its 28-year his-
than older (60+) or younger individuals
tory, the 2010 Southeastern Penn-
(18–49). About 9% of individuals ages
sylvania (SEPA) Household Health
18 to 49 are in recovery compared with
Survey, managed by Public Health Man-
11.2% of people ages 50 to 59, 7.4% of
agement Corporation’s Community Health
people ages 60 to 74 and 4% of people age
Data Base (CHDB), asked questions about
75 and older.
recovery and attitudes about recovery and treatment. According to the Centers for
6.7%
0% All Bucks Chester Delaware Mont- Phila gomery delphia
30%
CHDB Examines Substance Abuse and Recovery in Southeastern Pennsylvania
29.9%
Disease Control and Prevention, drug and alcohol addiction are linked to short- and long-term health risks, including cancer,
24.1% of adults without a high school education are in recovery, compared with 3.8% of adults with a college degree
risky sexual behavior and mental health problems.* In 2009, 8.9% of Americans aged 12 years or older had a drug or al-
Recovery varies among levels of edu-
cohol abuse problem, translating to about
cation, income and race. About 24.1% of
22.5 million people.** CHDB researchers
adults without a high school education
examined new data on substance use re-
are in recovery, as well as 11.7% of high
covery among adults 18 years of age and
school graduates and 3.8 % of adults
older in the region.
with a college degree or post-college edu-
20%
cation. Additionally, adults below 200%
10%
0%
All
Men Women Poor Nonpoor
269,000 adults living in
of the poverty line are more likely to be
SEPA are in recovery from alcohol or substance abuse
above 200% of the poverty line (15.9%
in recovery compared with adults living compared with 6.6%). African Americans and Latinos are more likely to be
Figure 3. Adults Who Know Someone Outside Immediate Family in Recovery for Alcohol or Drugs, by Race/Ethnicity, SEPA, 2010 50%
Demographics and Socioeconomic Characteristics of Recovery in SEPA
(13.2% and 12.8% compared with 7.7% and 4.1%, respectively).
Nine percent of adults living in SEPA
40%
30%
in recovery than white or Asian adults
29.7%
31.3%
African Americans and Latinos
ing that they at one point had an active
are more likely to be in recovery than white or Asian adults
substance abuse problem that currently is
28.2% 23.7%
20%
indicate that they are in recovery, mean-
not active. This represents about 269,000 adults. Men are more likely to be in re-
10%
0%
All
White Black Hispanic
covery than are women (12.7% compared
Philadelphia has the highest percentage
with 5.8%, respectively). People ages 50
of adults in recovery in SEPA. More than
to 59 are more likely to be in recovery
one in 10 Philadelphia adults (11.4%) is in
*CDC. “Alcohol-attributable deaths and years of potential life lost—United States, 2001.” Morbidity & Mortality Weekly Report 2004;53(37):866–870. ** Substance Abuse and Mental Health Services Administration. (2010). Results from the 2009 National Survey on Drug Use and Health: Volume I. Summary of National Findings (Office of Applied Studies, NSDUH Series H-38A, HHS Publication No. SMA 10-4586 Findings). Rockville, MD.
page 10 PHMC.ORG
Figure 4. Belief that People with Severe Alcohol or Drug Problems Can Fully Recover, by Recovery Status, SEPA, 2010 100%
recovery, representing about 130,000 peo-
treatment for an alcohol or drug problem
ple. The percentage of adults in recovery is
in 2009, only 2.6 million people received
fairly stable across the suburban counties;
treatment.** In SEPA, about 16% of adults
8.2% of adults in both Chester and Dela-
know a household or family member in
ware Counties are in recovery, as well as
recovery for an alcohol or drug problem.
7.5% of Bucks County adults and 6.7% of
Additionally, 30% know someone outside
adults in Montgomery County.
of their immediate family in recovery for alcohol or other drugs.
Recovery and Health Adults with drug or alcohol problems may be at risk for other health problems. The 2010 Southeastern Pennsylvania Household Health Survey data show that adults
80%
40%
20%
believe that people with severe alcohol or other drug problems can fully recover
in recovery may face some of these same
79.2%
60%
0%
80% of adults living in SEPA
89.1% 80.2%
All
In Recovery Not in Recovery
Figure 5. Belief that Quality of Addiction Treatment in Community Is Very Good, by Recovery Status, SEPA, 2010 100%
health risks. Nearly one-third of adults in recovery (30.9%) are in fair or poor
According to the National Alcohol and
health, representing about 83,000 adults
Drug Addiction Recovery Month Com-
in SEPA who may have additional health-
munity, support and quality of support
care needs. Among adults in recovery, one-
remain essential components of suc-
third (33.1%) have a physical, mental or
cessful recovery. Over 80% of adults
emotional disability or condition lasting six
living in SEPA believe that people with
months or more. In addition, 38% of people
severe alcohol or other drug problems
who are in recovery also report having a di-
can fully recover. While 86.4% of people
agnosed mental health condition. Over half
living in SEPA believe that communities
(51.8%) of adults who are in recovery are
should support professional treatment,
current smokers.
only about half (47.4%) say that addic-
80%
60%
40%
47.5%
52.4% 39.6%
20%
0%
All
In Recovery Not in Recovery
tion treatment in their community is very
One-third of adults in
good. People living in Bucks, Chester and Montgomery counties are more likely to
The Community Health Data Base (CHDB) South-
recovery have a physical, mental or emotional disability or condition
believe that addiction treatment is very
eastern Pennsylvania Household Health Survey is
good in their communities (50%) com-
one of the largest regional health surveys in the
pared with 45% in Philadelphia and Dela-
nation, covering Bucks, Chester, Delaware, Mont-
ware counties.
gomery and Philadelphia Counties, and now
Recovery and Treatment Since alcohol and drug addiction may negatively influence mental and physical health status, treatment and recovery are critical. While 23.5 million adults in the US needed
Schuylkill, Lancaster, Berks and Centre Counties. It
For more information on recovery in Southeastern Pennsylvania, contact Rose Malinowski Weingartner at rosemw@phmc.org.
has been conducted every two years since 1994. The Pew Charitable Trusts, the William Penn Foundation, United Way of Southeastern Pennsylvania and over 350 local agencies from the health, government, nonprofit and academic sectors help to support CHDB. For more information on CHDB, visit chdbdata.org.
Public Health DIRECTIONS WINTER 2011-2012 page 11
WINTER 2011-2012
Public Health DIRECTIONS Public Health Directions is produced and distributed in electronic format only. If you know someone who would like to receive it, or you would like to update your email address, please contact us at communications@phmc.org or call 267.773.4346.
The Public Health Bracket With Public Health Directions now appearing in electronic format only, we want to offer you an opportunity to click on a link to become a part of the publication’s voice. With each issue—and in our social media between issues—we will list several areas of public health and ask you to select the one you believe will be the most critical in shaping the coming 10 years. In the following issue, we will let you know how our readers have voted and offer you a new set of options on which to vote. As we narrow down your choices, we will pit the top ones against each other—and thus, the Public Health Bracket is born. We’re starting with two areas that we cover in this issue and one that recognizes World AIDS Day on December 1: Workforce and leadership development Substance abuse and recovery
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HIV and AIDS
Public Health Management Corporation (PHMC) is a nonprofit public health institute that creates and sustains healthier communities. PHMC uses best practices to improve community health through direct service, partnership, innovation, policy, research, technical assistance and a prepared workforce. PHMC has served the region since 1972.
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