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Abridged version
-
Reference no. 9-517-024
Published by: Harvard Business Publishing
Originally published in: 2016
Version: 21 September 2016

Abstract

This is an abridged version. A nonprofit in the healthcare arena explores strategies to achieve system-level impact. Founded in 1996 with a volunteer-staffed help desk at Boston Medical Center connecting low-income patients with basic resources like heating assistance, job training, and childcare programs, by 2013 the nonprofit had grown to 6 cities and 1,000 volunteers serving over 11,000 patients annually. At the end of a successful 'proof plan' period, Health Leads Co-Founder and CEO Rebecca Onie and her team faced the question of how to make meeting patients' social needs a standard part of health care in the US: replicate Health Leads' proven model or instigate a social care movement?
Location:
Size:
< 50 million; Small
Other setting(s):
2013-2015

About

Abstract

This is an abridged version. A nonprofit in the healthcare arena explores strategies to achieve system-level impact. Founded in 1996 with a volunteer-staffed help desk at Boston Medical Center connecting low-income patients with basic resources like heating assistance, job training, and childcare programs, by 2013 the nonprofit had grown to 6 cities and 1,000 volunteers serving over 11,000 patients annually. At the end of a successful 'proof plan' period, Health Leads Co-Founder and CEO Rebecca Onie and her team faced the question of how to make meeting patients' social needs a standard part of health care in the US: replicate Health Leads' proven model or instigate a social care movement?

Settings

Location:
Size:
< 50 million; Small
Other setting(s):
2013-2015

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