Building a Healthier New Brunswick Conference Welcome • Jeffrey Vega, President, New Brunswick Tomorrow Living a Healthier Life in New Brunswick • Jim Cahill, Mayor, City of New Brunswick The Evolution of Healthier New Brunswick • Eric Jahn, MD, Senior Associate Dean for Community Health, Rutgers Robert Wood Johnson Medical School Evolution of Healthier New Brunswick • Established in 2001 as Healthier New Brunswick 2010 • Established as a community based community owned initiative to improve the health and health care of New Brunswick • Detailed community health assessment by Rutgers Center for State Health Policy • Organizing activities around four coalitions. • • • • Get Fit! New Brunswick Coalition Lead Poisoning Coalition Domestic Violence Awareness Coalition Mental Health and Substance Abuse Coalition 5 Health Care Access • Early conversations dominated by the need for access to health care – Health fairs provided a venue for increased screening and immunizations – Provided imperative for expansion of the Eric B. Chandler Community Health Center 6 Successes – A Quick Glance • Get Fit! Coalition – Get Fit with Mt. Zion – New Jersey Partnership for Healthy Kids – New Brunswick – Second Ward Community Block Club / CHEC – Healthy Harvest Community Gardening Project – Lincoln Annex’s Nutrition and Fitness Program – Youth Services System – Healthy U – Parent Nutrition Education Project – Families on the Move – Club You Belong – Rutgers University / Johnson & Johnson Fitness and Nutrition Camp – Albus Cavus Walking / Bike Path Project along the Raritan River • Mental Health and Substance Abuse – Mental Health Awareness, Wellness, and Prevention Workshop – Praise God Not Drugs Successes – A Quick Glance (continued) • New Brunswick Domestic Violence Awareness Coalition – Healthy Relationships Mural at the New Brunswick Hub Teen Center – Annual March/ Rally Against Domestic Violence established – ROSE (Regaining Ones Self Esteem Fund) assisted New Brunswick women with reconstructive surgery • New Brunswick Lead Coalition – Get the Lead Out Project – Safe Harvests Gardening Project • Special Projects of the HNB Initiative – New Brunswick Community Interpreter Project – Caregivers Health Literacy Project – Community Health Screenings 8 The Importance of Healthier New Brunswick A Health Care Provider’s Perspective Access to health care is important but not sufficient for many to obtain health The process has provided a space to convene, problem solve and implement solutions to improve health and health care. Allowed for sharing of agendas and collaboration. Has improved resources available to our patients. 9 Leveraging and Connecting Resources 10 HEALTHIER NEW BRUNSWICK 11 Reassessing Our Approach to Strengthen Success • Jeffrey Vega, President, New Brunswick Tomorrow “Study the past if you would define the future.” – Confucius 13 After 14 Years of Success, We Stepped Back to Assess! Victim of Our Own Success – Fragmentation The City, Johnson & Johnson, NBT and the Rutgers RWJ Medical School convened regularly with Moderator If Not Just Access To Healthcare, Then What Else? 14 What Does This Mean For The Community? Amplify Our Thinking And Our Approach To Produce Better Health Outcomes! Some Existing Examples 1. Access to Health Care – Remains Very Important! 2. Social Determinants – Community Development in Esperanza Neighborhood Project, Unity Square and Georges Road Gateway Project. Community Food Alliance, Domestic Violence Awareness Coalition 3. Physical Environment – Complete Streets, Bike Lanes, New Brunswick Ciclovia 4. Individual Behaviors – Access to RWJ Fitness Center & Nutrition Classes 16 HEALTHIER NEW BRUNSWICK “If everyone is moving forward together, then success takes care of itself.” – Henry Ford 18 The Role of Corporate Philanthropy/ Social Responsibility • Bonnie Petrauskas, Executive Director, Corporate Contributions, Johnson & Johnson What is Corporate Social Responsibility ? “Corporate social responsibility is a commitment to improve community well-being through discretionary business practices and contributions of corporate resources.” —Philip Kotler & Nancy Lee “Corporate Social Responsibility,” Wiley 2007 • • • • Discretionary – not mandated by law Is not focused on the bottom line Goes beyond cash only Community well-being includes human condition & environmental issues 20 Recent Years Have Experienced a New Approach— Closer Alignment with Corporate Objectives • 1990s experienced a shift from allocating funds to as many organizations as possible for the short term—to making longterm commitments to specific social issues and initiatives in alignment with business goals • Mid 2000 reflected a focus on a few strategic areas that fit with corporate values – Increase in in-kind contributions – Shared distributions channels with partners – Greater emphasis on evaluation • Now, greater engagement with partner organizations; shared responsibilities; fewer but more comprehensive initiatives 21 Committee Encouraging Corporate Philanthropy -2014 Giving in Numbers • Data from 261 of the world’s largest companies • Giving grew for 64% of companies between 2010 and 2013 • 76% of companies are measuring and tracking the societal outcomes and/or impacts of their investments and started to use the data to inform their program. • Non-cash giving has increased in recent years • Community & Economic Development are the fastest growing program areas with total contributions increasing 34% from 2010 to 2013 22 Grant Sizes Grow While Number of Recipients Per Grantmaker Decline from 2010 to 2013 • The median number of nonprofit partners per corporate grant maker declined each year from 2010 to 2013 Grant Sizes and Recipients Per Grantmaker (FTE) • Grant sizes increased each year as companies focused societal investment dollars on strategic community partners Medians, inflation adjusted. N=38. Source: Stroik, Michael. Emerging Trends in Corporate Contributions. CECP Summit, 2014. 23 Education & Health are the Most Popular Program Areas Supported by Corporations Community & Economic Development 14% Culture & Arts 5% Other 15% Education, Higher 12% Civic & Public Affairs 5% Total Education: 28% Environment 3% Education, K-12 16% Disaster Relief 3% Health & Social Services 27% Average percentages.. N=181. Source: Stroik, Michael. Emerging Trends in Corporate Contributions. CECP Summit, 2014. 24 Our Credo We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers’ orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well. We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens — support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles, the stockholders should realize a fair return. 25 Johnson & Johnson Corporate Contributions • Community strategic intent is to strengthen the health and vitality of communities where our employees live and work with a focus on collaborative networks • 3 Focus Area: – Health & Wellness: Preventing Disease – Academic Excellence: Preparing Students for College & Career – Addressing Community Livability 26 Our Approach to Giving • Alignment with our strategic plan • Involvement of employees & management – Local & Regional Contributions / CSR Committees – Management Committee – Employee Volunteerism • Enduring partners that deliver communitybased solutions to health challenges • Beyond financial resources - strategic thought partners – Business Acumen – Innovation – Metrics and Evaluation 27 Benefit of a Partnership Approach • Community partners are experts in their fields and in the needs of their communities • Have the greatest insights into…. – Needs of underserved populations – Approaches that stand the greatest chances of success • Partnerships combine the strengths of both public and private sectors- leverage resources & multidisciplinary approaches – Public sector brings reach into multiple parts of government and health care delivery systems – Private sector can contribute financial resources, business acumen, strategic capabilities and a tolerance for risk essential in driving innovative solutions • 26 Grant Partners in New Brunswick 28 Together, we aim to make life-changing, long-term differences in human health that contribute to the health and vitality of communities 24 Keynote Speaker Melita Jordan, CNM, MSN, APRN C • Senior Executive Director, New Jersey Department of Health • Adjunct Faculty, Drexel University School of Public Health, Department of Community Health and Prevention Panel Discussion Healthier New Brunswick: A Collective Impact Approach • Moderator: Jennifer Bradshaw, Public Information Officer, City of New Brunswick Panel Discussion Healthier New Brunswick: A Collective Impact Approach • • • Framework for Collective Impact: Bonnie Petrauskas Sharing Metrics for Evaluating Impact: Maria Pellerano and Eric Jahn, MD Connecting Community-Based Strategies: Jaymie Santiago and Jeffrey Vega Panel Discussion Healthier New Brunswick: A Collective Impact Approach • • • Framework for Collective Impact: Bonnie Petrauskas Sharing Metrics for Evaluating Impact: Maria Pellerano and Eric Jahn, MD Connecting Community-Based Strategies: Jaymie Santiago and Jeffrey Vega Defining Collective Impact Stanford Social Innovation Review introduced concept in 2011 after looking at collaborative efforts that had achieved substantial impact on large scale social issues • Structured collaborative effort • Process and results are emergent rather than predetermined • Necessary resources and innovations often exist but have not been recognized • Learning is continuous • Adoption happens simultaneously among many different organizations 34 Five Conditions of Collective Impact Backbone Function Common Agenda Mutual Reinforcing Activities Continuous Communication Shared Measurement • An organization that serves as the key contact for the initiative and coordinates organization and efforts • Shared vision for change • Joint approach to addressing priorities • Activities, while differentiated, are coordinated through a mutually reinforcing plan of action • Consistent and open communication among many players • Build trust, assure mutual objectives and create common motivation • Collecting data to ensure efforts remain aligned and participants hold one another accountable 35 Cascading Levels of Collaboration 36 Community Assets Contribute to a Collective View and Voice for HNB • Builds on diverse partnerships that promote health and wellness • Creates awareness of community health improvement efforts, priorities and available resources • Minimize the duplication of efforts around community health services • Provides partners with a shared understanding of how their individual efforts contribute to a broader community goal 37 Panel Discussion Healthier New Brunswick: A Collective Impact Approach • • • Framework for Collective Impact: Bonnie Petrauskas Sharing Metrics for Evaluating Impact: Maria Pellerano and Eric Jahn, MD Connecting Community-Based Strategies: Jaymie Santiago and Jeffrey Vega Sharing Metrics for Evaluating Impact The Need to Develop a Shared Data Measurement Set • Provide an understanding and appreciation of the total impact of community efforts • Ensure that efforts remain aligned and participants hold one another accountable Sharing Metrics for Evaluating Impact New Brunswick Specific Data • New Brunswick has a demographic composition different from Middlesex County making it difficult to use Middlesex County figures • New Brunswick more closely aligns with similarlysized urban areas in New Jersey Sharing Metrics for Evaluating Impact Moving Forward Together • Develop core set of indicators designed to help measure success of health and wellness efforts, including: – Health outcomes – Social determinants of health – Our collective impact work • Helps tell the story moving forward Panel Discussion Healthier New Brunswick: A Collective Impact Approach • • • Framework for Collective Impact: Bonnie Petrauskas Sharing Metrics for Evaluating Impact: Maria Pellerano and Eric Jahn, MD Connecting Community-Based Strategies: Jaymie Santiago and Jeffrey Vega Connecting Community Based Strategies Many of the strongest predictors of health and well-being fall outside of the health care setting. Social, economic, and environmental factors all influence health. When all sectors (e.g., housing, transportation, labor, education) promote prevention-oriented environments, they all contribute to health. 43 Connecting Community Based Strategies Healthier New Brunswick brings our work together to improve the health and well-being of all New Brunswick Residents. Partnerships are necessary. Partners play a variety of roles and, at their best, are trusted members of the communities and populations they serve. A wide range of actions contribute to and support healthy communities. 44 Connecting Community Based Strategies Making the connection: Two Key Forums: New Brunswick Tomorrow’s HEALTH TASK FORCE: Convenes diverse partners and promotes strong cross-sector participation in planning and implementing community health efforts. Rutgers Robert Wood Johnson Medical School’s ALLIANCE FOR A HEALTHIER NEW BRUNSWICK: Convenes partners in specialized areas of need (e.g. tobacco cessation, asthma, etc.) to inform the community about the range of preventive services they should receive and their benefits. 45 New Brunswick Tomorrow Health and Youth Resource Guide • Stay informed with access to a directory of services, health and policy groups here in New Brunswick, wellness events and community activities, and information specific to topics like disease management, and enrollment to youth services. Connecting Community Based Strategies Other connections: THE NEW BRUNSWICK COMMUNITY FOOD ALLIANCE: nurtures the development and maintenance of a sustainable, localized food system and food-secure city of New Brunswick in which all of its residents are hunger-free, healthy and benefit economically from the food systems that impacts their lives. 47 Q&A Campaign Unveiled • Jim Cahill, Mayor, City of New Brunswick Introducing Campaign Tool Kit: Resource Tools for a Healthier New Brunswick • Jaymie Santiago, Director of Program Operations, New Brunswick Tomorrow Tool Kit Elements • • • • • • Branding Guidelines “About the Campaign” Brief “To Do” List Health Task Force and Alliance Meeting Dates Community Poster To Come: Health and Youth Resource Guide and Mobile App Luncheon In Action!