Recommendations for supporting population health include motivational, organizational and personnel components most important to creating and sustaining a collaborative partnership.

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Lessons in collaborating
for population health
Improving
Community Health
through
Hospital–Public Health
Collaboration

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12 successful partnerships
recognized and featured in the report
2
1 Kaiser National Community Health Initiatives
2 California Healthier Living Coalition
3 St. Johns County Health Leadership Council
4 Quad City Health Initiative
5 Fit NOLA Partnership
6 HOMEtowns Partnership, MaineHealth
7 Healthy Montgomery
8 Detroit Regional Infant Mortality Reduction Task Force
9 Hearts Beat Back: The Heart of New Ulm Project
10 Healthy Monadnock 2020
11 Healthy Cabarrus
12 Transforming the Health of South Seattle and South King County

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Collaboration experiences
provide insights for others
3
Each of 12 partnerships from across
the nation has at its center a
health system that gathered
community and
governmental bodies with
one mission — preventing illness
and promoting population health.
The best practices of these partnerships became
a report providing insights for others to create
collaborations for improving health within their
own communities.

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Lessons in collaborating for
population health
4
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Hospitals and public health departments as
core partners; private and public parties engaged
5
To have enduring impact, include hospitals
and public health departments as core
partners but over time engage a broad range
of other parties from the private and public
sectors.

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Partnerships built on trust-based relationships
6
Whenever possible, build your partnership on
a foundation of pre-existing, trust-based
relationships among some, if not all, of the
principal founding partners. Other partners
can and should be added as the organization
becomes operational; building and maintaining
trust among all members is essential.

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Mission and goal statement focused on high-priority
needs, inspiring community interest, engagement
and support
7
In the context of the community’s health needs,
community organization capabilities and
resource constraints, adopt a statement of
mission and goals that focuses on clearly
defined high-priority needs and that will inspire
communitywide interest, engagement and
support.

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One or more “anchor institutions” dedicated to the
mission and committed to ongoing financial support
8
For long-term success, have one or more
“anchor institutions” dedicated to the
partnership’s mission, with a strong
commitment to provide ongoing financial
support.

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A chartered body empowered to set policy and
provide strategic leadership
9
Have a designated body with a clearly defined
charter empowered by the principal partners to
set policy and provide strategic leadership for
the partnership.
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Mutual understanding — among all participants,
including the community — of population health
concepts, definitions and principles
10
Strive to build a clear, mutual understanding
of “population health” concepts, definitions
and principles among the partners, participants
and, as much as possible, the community
at large.

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Measures to address, objectives and targets; also,
metrics and tools
11
To enable objective, evidence-based evaluation
of progress in achieving mission and goals,
and for accountability to key stakeholders,
specify the community health measures to
address, objectives and targets, and metrics and
tools to track and monitor progress.

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“Impact statements” about partnership effects
in relation to costs
12
Prioritize developing and disseminating “impact
statements” that present an evidence-based
picture of the effects that efforts are having in
relation to the direct and indirect costs.

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A strategy for broadening and diversifying sources
of funding
13
To enhance sustainability, develop a deliberate
strategy for broadening and diversifying sources
of funding support.
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Oversight committees established by boards
14
Nonprofit hospitals and health system governing
boards and local health department boards
should establish standing committees with
oversight responsibility for examining
community health needs, establishing priorities
and developing strategies for addressing
them, including multisector collaboration
focused on community health improvement.

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Policy positions adopted by government agencies
to promote development of collaborative partnerships
15
Local, state and federal agencies with
responsibilities related to population health
improvement and hospital and public health
associations should adopt policy positions
promoting development of collaborative
partnerships of hospitals, public health
departments and other stakeholders to assess
and improve the health of their communities.

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Study report team
Lawrence Prybil, PhD, lead researcher
F. Douglas Scutchfield, MD
Rex Killian, JD
Ann Kelly, MHA
Glen Mays, PhD
Angela Carman, DrPH
Samuel Levey, PhD
Anne McGeorge, MS, CPA
David W. Fardo, PhD
Commonwealth Center for Governance Studies, Inc.
with grant support from:
Grant Thornton LLP
Hospira, Inc.
Robert Wood Johnson Foundation
November 2014
16

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Collaborating for
population health
17
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Issues trending
in health care
18
We offer our insights
to help your organization
grow and thrive.
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Anne McGeorge
National Managing Partner
Health Care
anne.mcgeorge@us.gt.com
+1 704 632 3520
Erik Shannon
Partner-in-Charge
Health Care Advisory Services
erik.shannon@us.gt.com
+1 832 487 1440
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