ANWSER THE FOLLOWING QUESTIONS: 1. A summary of the case. [1 paragraph] This wil

Question

ANWSER THE FOLLOWING QUESTIONS:

1. A summary of the case. [1 paragraph] This will require you to read the case several times. Do not just copy sentences from the case. Instead, express in your own words the essence of the case.

2. A list of what you think are the 10-15 most important facts/factors in the case [1-2 pages].

The index aggregates five socioeconomic i Communities ntent company. income, pri tion rated on a scale of 1 (low need) to 5 (high nee Initiatives 321 mary language, education, insurance status, and housi Table 22.2. Summary of work in the as community Name of collaborative ST. JUDE MEDICAL CENTER COMMUNITY BENEFITS EFFORTS 2005 (previously an education collaborative) Move More Eat Healthy Campai Faces of Fullerton; Homeless Collaborative Richman neighbor gn hood revitalization; Summer of Love ent with the mission, vision, and values of the Sisters of St. Joseph benefits program focuses on meeting the community. Initially, St. Jude's community benefits program onsibility of the director of outreach whose primary role was Con of Orange, St. Jude's community La Habra Collaborative 2006 Move More Eat Healthy Campaign Teen pregnancy prevention program Move More Eat Healthy Campaign Move More Eat Healthy Campaign 2007 Buena Park Collaborative the to manage the medical center's mobile health clinic program. Aft Joseph Health revised its vision to incorporate promoting health imp ment and creating healthy communities, St. Jude expanded its definition of community outreach Community Building Initiative er When Ross became responsible for overseeing the St. Jude Community Benefits Program he embraced the vision developed by the Sisters of St. Joseph of Orange and adopted by the parent organization, St. Joseph Health. The focus on improving health through healthy com- munities meshed with his educational background in public health and nursing. However, the pragmatist shaped by his MBA recognized that funds available for community benefits were limited, and the current emphasis on cost containment made it uncertain that funding existing programs could be sustained long term. As a result, he wondered if oth- ers in the community might be interested in working with St. Jude on its healthy communities initiatives. teacher assigned to this project; representatives from the school district, city gov included. As Ross began attending meetings he learned Fullerton was a very divided city of 135,000. Low-income residents, primarily Hispanic immigrants, lived in the southern part of the city; upper middle income white and Korean families lived in the north. School performance and health and socioeconomic indicators were strikingly different in these two parts of the city. He concluded that the collaborative should be much more than a grant manager; it could play a role in solving problems fac ing the city and its residents. He found that others on the board shared ernment, local colleges, and social service agencies were also To explore the range of possibilities for the collaborative, Ross invited the collaborative director to join him at a healthy cities confer ence. The conference broadened their vision as to what was needed to create a healthy city, as well as the role of the collaborative. When the school district grant ended in 2004, members of the collaborative wanted to continue working together, and Ross helped them establisha (c3) not-for-profit organization. This change in legal status required the collaborative-which had about 20 members at the time-to form a board of directors and raise funds to pay the director's salary. Ross became BUILDING HEALTHY COMMUNITIES THROUGH COLLABORATION For 15 years Ross provided leadership and technical assistance to develop city collaboratives to partner with St. Jude on its healthy of the collaborative board and St. Jude provided a community ben ts grant to fund the group and facilitate its strategic planning communities' goals (see Table 22.2). The original leader Ross worked with entered city politics and, even- ally, became the mayor of Fullerton. Later, she became a state assem ywoman. The path to political leadership continued when a subsequent The Fullerton Collaborative In discussions with the hospital's community outread Ross learned the Fullerton Public School District had recei start grant that funded a family support center at a of the fundi muni with the hospital's community outreach program Direct bl rector ran for city council. With this pattern of political engagement, the olaborative began to be viewed as a threat by some in city politics and, by others, as a place for new leadership to emerge ng requirement, the school district agreed to establish a col ty collaborative. At th e time, the collaborative leader was a part-time

Explanation / Answer

Summary:

Barry Ross Vice President of health communities at St Jude Medical center was appointed by the missionary of sisters of St Joseph of Orange 15 years back. The focus of the medical center was to meet the needs of the community. Later St Joseph health revised their vision and expanded it to include promoting health improvement and creating healthy communities. Barry Ross joined the organization and understood the vision of the medical center and the vision of the sisters of St Joseph of orange. He faced the challenge of providing the best facilities in limited resources. He went on to develop many cities collaborative by aligning with the local groups, schools, and community. He made efforts to bring diverse communities together through his efforts. He successfully implemented a collaborative in Fullerton to create a healthy cohesive community. He formed a nonprofit organization to raise funds for various activities. Slowly other neighboring cities impressed by his initiatives also formed collaborative with similarly-minded groups. This collaborative effort was also like and implemented by him in the cities of La Habra, Buena Park, and Placentia. The focus area of the collaborative was to address obesity reduction, prevention of teen pregnancy, improve quality of learning and to prevent gangs. His efforts have paid and the collaborative is working towards a healthy community. The challenge is how to sustain the progress of the community. He has to address the need to have sustained dedicated manpower and enough resources.

14 Most important facts of the case are as follows:

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