Taking Stock
We’re six months into executing on our first strategic operating plan, 18 months into my tenure, a little over two years into our actual existence, and I’m taking stock.
We’re six months into executing on our first strategic operating plan, 18 months into my tenure, a little over two years into our actual existence, and I’m taking stock.
We all know the drill: The U.S. spends significantly more on health care than all other countries in the world, and yet we have poorer health outcomes than almost all industrialized nations. Some contend that we shouldn’t spend 18 percent of gross domestic product on health care. I agree, but not because good health isn’t worth that much, but because we aren’t getting value for our dollars.
A community is so much more than geographical boundaries, neighborhoods and institutions. Our goal of developing community-driven, people-centered health systems is contingent on our understanding of the complex web of shared experiences and identities that inform people’s community affiliations.
Why the “Roseto” effect shows us connection can still be the foundation of community health.
EHF embraces an emerging thread of philanthropy that utilizes strategic planning, evaluation, and learning systems. We want to be accountable for the resources we steward, and we believe communities deserve that kind of accountability.
On Sunday, the Houston Chronicle highlighted that approximately one million people, or 1 in 4 Houstonians, is foreign born. The diversity of perspectives in the region, not tied just to ethnicity, demand that local communities work across differences in order to build trust. At the same time, conflicting viewpoints present the possibility of better community
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