Community Responsibility

Priority 7: Community Responsibility

If approved, the IAHS would be integral to the local social and economic fabric of the communities it serves and is located. Focus group and community conversation participants repeatedly noted that there is an opportunity and obligation for the IAHS to work more closely and more collaboratively with a range of stakeholders, including community health centers, community mental health centers, others community-based organizations, and residents, to make more direct investments in addressing the Social Determinants of Health. While the merged system has proposed direct community investment of $10 million over three years, with a focus on addressing Social Determinants of Health, the committee felt that additional direct investment was needed.

There is also a level of civic accountability and responsibility associated with the leadership role related to an entity of this size, which will be a true “anchor” in Rhode Island and, particularly, in Providence. There are opportunities for shared value, where, through true partnership and collaboration, the system and broader community can create benefits for all. While community members acknowledged the potential economic impact through Brown’s role as part of the IAHS, they wanted more information on how increased “innovation” could impact Rhode Islanders more directly.

Recommendations for approval of the merged health system

• The merged system will increase its proposed direct investment. Additionally,

Brown University will also commit to direct community investment. › The committee's recommendation is for $50 million: $10 million per year for five years (inclusive of both the merged system at $5 million and Brown University at $5 million annually), with funds and a grant process that could be independently managed by the Rhode Island Foundation along with community advisory board input. This investment would remain focused on addressing the Social Determinants of Health. › The merged system and Brown University must commit to ensuring that this community investment is in addition to existing Payments In Lieu of Taxes (PILOT).

• The merged system will work with community partners to develop and implement an achievable strategy to direct institutional purchasing (both products and services) toward local businesses, with a goal of creating and sustaining contracting and procurement opportunities for Minority Business Enterprises (MBEs) and Women

Owned Business Enterprises (WBEs).*

• The merged system will commit to using an equity lens when considering its underutilized real estate holdings, including but not limited to, opportunities for affordable and workforce housing that, among other populations, can help meet the needs of its own workforce.

Investments in affordable and workforce housing are increasing among health systems, The Bon Secours Baltimore Health System has invested in affordable housing in the greater Baltimore community; the Nationwide Children’s Hospital “Healthy Homes” program provides funding for renovation of affordable existing and new housing units; and the New Jersey Housing and Mortgage Finance Agency has a housing partnership with several local hospitals, including St. Joseph’s Health.

Recommendations for the IAHS, including Brown University

• The IAHS will identify specific strategies for how it will work towards developing a stronger culture of collaboration and partnership with the state’s public health system, community-based organizations, and residents in the communities it serves and is located. › This work must include increasing its advocacy role for public investment focused on core Social Determinants of Health. › This work must also include expanded partnership with the state's Health Equity Zones.

• The IAHS will commit to a transparent planning process for future Community

Benefit Agreements, which must include meaningful resident participation.