Becoming Strategic: Finding Leverage Over the Social and Economic Determinants of Health

Easterling, Douglas; McDuffee, Laura

doi:10.9707/1944-5660.1409

Cited by 4 publications

(3 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Philanthropy can help build the systems that can lower cost to the health system to maintain enabling them to provide essential care that is more affordable to individuals who need treatment and is sustainable by the providers of that treatment. Foundations have long been supporters of health initiatives, but the recent increase in "health legacy foundations" are moving some foundations into a realm of "strategic philanthropy" (Brest, 2015), with the goal of mapping out a strategic pathway through which the outcome being sought can be achieved (Easterling and McDuffee, 2018;Heinze et al, 2016). Through targeted programmatic funding, local health foundations are increasing their impact beyond simply grant making by identifying a specific issue, convening interagency groups to address issues and building the capacity of those organizations to provide the services needed.…”

Section: Discussionmentioning

confidence: 99%

Addressing treatment capacity of uninsured adults with co-occurring disorders

Gruber

Poole

Graves³

et al. 2020

ADD

View full text Add to dashboard Cite

Purpose The purpose of this paper is to report on the success of an initiative involving the transformation of a group of small substance use treatment only or mental health treatment only provider agencies serving uninsured adults into providers of co-occurring disorder treatment. Design/methodology/approach The paper uses a case study narrative to describe the initiative and the transformation of the participant agencies from being providers of mental health or substance use treatment to providers of co-occurring disorders. Findings Six agencies serving uninsured adults expanded their scope of patient treatment services to include the capacity to treat adults with co-occurring disorders. This was achieved with modest support funding from a local foundation. The initiative has been ongoing for five years. Practical implications The outcome of this initiative demonstrates the financial and practical feasibility of improving and expanding treatment services to low-resourced patient populations. The participating agencies were able to improve their capacity to treat patients with substance use or mental health issues that previously they were not prepared to treat and thus increased their ability to provide integrated care. Originality/value The initiative described here shows that the treatment of concomitant substance use and mental health disorders is within the range of many small-scale treatment providers, if provided the leadership and support. Delivery of effective treatments to populations experiencing co-occurring disorders that are underserved and undertreated are achievable in community-based clinical practices. This has implications for developing treatment capacity outside of hospital settings to enable treatment of co-occurring disorders to become more accessible.

show abstract

Section: Discussionmentioning

confidence: 99%

Addressing treatment capacity of uninsured adults with co-occurring disorders

Gruber

Poole

Graves³

et al. 2020

ADD

View full text Add to dashboard Cite

show abstract

“…Many of the foundations that have a facilitative leadership orientation focus on collaborative problem-solving (Fawcett et al, 2018;Albert et al, 2011;Schwartz, Kelly, Cheadle, Pulver, & Solomon, 2018, Jenkins et al, 2004Anderson et al, 2015;Easterling & McDuffee, 2018). The basic idea is to convene different organizations that are in a position to influence a major community issue that both the foundation and the community regard as crucial.…”

Section: Reflective Practicementioning

confidence: 99%

The Cultivation Approach to Place-Based Philanthropy: Evaluation Findings from the Clinton Foundation’s Community Health Transformation Initiative

Easterling¹,

Gesell²,

McDuffee³

et al. 2019

The Foundation Review

Self Cite

View full text Add to dashboard Cite

show abstract

“…As foundations have become more focused on generating measurable social impact, one of their primary strategies has been to foster interagency collaborative problem-solving (Kubisch, Auspos, Brown, Buck, & Dewar, 2011;Kania & Kramer, 2013;Easterling, 2013;Pearson, 2014;Easterling & McDuffee, 2018). The basic idea is to bring together leaders from different organizations and sectors of a community to find more effective ways to address a problem that they all have a stake in solving.…”

Section: Introductionmentioning

confidence: 99%