Why should stewards working to transform the health and well-being of their regions care about the way they engage residents?
First, sustained resident engagement can result in more effective and equitable policies and practices—and increase residents’ support for them.
Second, engagement—especially when sustained over time—strengthens the regional networks that have direct, positive effects on residents’ physical and mental health and well-being.
Third, sustained resident engagement builds relationships between people, organizations, and sectors so that they can understand and support one another better.
Ensuring active resident engagement and leadership—in which residents have a respected voice and real power in decision-making—is essential to creating the kind of effective cross-sector collaboration that can transform regional health and well-being.
How do we know?
To understand what kind of resident engagement stewards need to pursue when they are interested in transformation, ReThink Health conducted an extensive review of the literature and more than 50 interviews with stewards across the nation, examining the role of ordinary people in shaping big cultural shifts from the past. We wondered: how did resident engagement play (or not play) a role in the anti-smoking or recycling movements, for example?
We discovered that the critical moment in various movements’ successes occurred when the lead organizations started creating conditions for large numbers of local residents to act in new and different ways.
Stewards learned how to:
- influence and create conditions for residents to act collectively and build power with the purpose of creating health;
- support and develop the capacity of local residents to lead some of the transformational efforts; and
- partner with residents to accomplish what they see as the goals, even if those goals seem to go beyond the scope of their immediate agenda.
That means no more stale, rote exercises conducted to meet a regulatory requirement or to check a box on a funding application. No more design without paying attention to historical context or critical analysis of existing power dynamics. And forget siloed and inconsistent efforts that are treated as side shows needing only limited implementation.
Stewards interested in learning more about how to meaningfully engage residents can start with our planning curriculum tool for developing a resident engagement strategy, and dig into the blogs and resources below. The kit evolved out of the research above, as well as our direct engagement with Way to Wellville, Centers for Medicare & Medicaid Services, CACHI: California Accountable Communities for Health Initiative, New York State Foundation, and many other communities and residents across the United States.
Meet Our Project Team
Pedja Stojicic, MD
Pedja Stojicic, MD
“Our work is about how people and communities could reach their full potential for health and well-being. Not some people, but all the people. Not some communities, but all communities. This is what gets me excited about Rippel.”—Pedja Stojicic, Project Director
Joined Rippel: 2015
Current Roles: Pedja is project director for the ReThink Health initiative’s Hospital Systems in Transition project.
Career: Pedja previously led the ReThink Health’s initiative’s resident engagement work, including an R&D project that studied and documented how different organizations engage residents and communities to participate in health system transformation. He also served on the Community Activation for System Stewardship team that advised the Center for Medicare and Medicaid’s Quality Improvement Organization Leadership, Organizing in Action program. The research work that Pedja co-created with the Resident Engagement Team is published in a second edition of The Practical Playbook: Public Health and Primary Care Together published by the DeBeaumont Foundation, Center for Disease Control, and Duke University. Pedja is an advisory board member of the Leading Change Network, and he taught community organizing at the Harvard Kennedy School of Government with Professor Marshall Ganz, one of the ReThink Health pioneers. In the past, Pedja has served as president and executive director of Youth of JAZAS, a large Serbian NGO fighting HIV/AIDS, and as a World Bank Consultant to the Ministry of Health of the Republic of Serbia supporting health care financing reform.
More about Pedja: Pedja describes himself as a radical optimist, which he practices whenever he organizes people to fight for social justice or prepares a cup of Ichibancha Japanese green tea for his partner. He has a passion for Mediterranean and Middle Eastern foods and flavors and is a big believer in community, science, and dogs (especially Jack Russell Terriers).
Education: University of Belgrade School of Medicine (MD), Harvard School of Public Health (MPH)
“The dream of people and communities who are healthy and well is universal. Rippel is dedicated to helping leaders discover how that dream can move from imagination to reality.”—Stacy Becker, Former Vice President of Programs
Joined Rippel: 2015
Current Roles: Stacy oversaw Rippel’s initiatives and projects, including ReThink Health and FORESIGHT.
Career: In her former role and previously as Rippel’s director of sustainable financing, Stacy was a guiding force as Rippel and rose to meet the challenges at the frontiers of stewardship and health system change. She previously served as budget director for the City and County of San Francisco and the City of Saint Paul, as well as the public works director for Saint Paul. For 18 years she ran a policy consulting business, providing expertise in a variety of areas important to communities, including housing, education, community development, nonprofit management, citizen engagement, and financing.
More about Stacy: Stacy has earned a black belt in tae kwon do and taught children the practice for several years. She also plays the harp (she has three of them of various sizes).
Education: Harvard University (MPP), London School of Economics (MS)
Ella D. Auchincloss
Ella D. Auchincloss
“At Rippel, we pursue an inspiring, yet daunting transformative agenda for equitable health and well-being; it’s about a lot more than health care. We’re willing to strategically tackle the big issues, but with a sober sense of what is doable.”—Ella D. Auchincloss, Director of Enterprise Innovation
Joined Rippel: 2011
Current Roles: Ella serves as Rippel’s Director of Enterprise Innovation as well as a key contributor to the ReThink Health initiative’s Hospital Systems in Transition and Portfolio Design for Healthier Regions projects.
Career: Ella has spearheaded many resident engagement efforts for Rippel’s ReThink Health initiative, coaching a wide variety of partner organizations and teams in change leadership, and developing Community Activation for System Stewardship, in which she and her team advised the Center for Medicare and Medicaid’s Quality Improvement Organization Leadership, Organizing in Action program. She also directed a research project exploring tax credits’ potential as a source of sustainable financing for population health. Before joining Rippel, she founded The Leadership Development Initiative, a faith-based teaching and coaching program for resident outreach. She is also a fellow of the Leading Change Network at Harvard University’s Kennedy School of Government. Prior to her work in resident engagement, Ella worked in the financial services sector.
More about Ella: In 2015, Ella was awarded the Barbara C. Harris Award for Social Justice by the Episcopal City Mission in Boston, Massachusetts for her founding of The Leadership Development Initiative. Ella is a recovering Wall Street professional, and is most at home in drafty church basements and other community settings, leading story slams and singing freedom songs. She is at her best when she is near the ocean in the company of her beloved dog.
Education: Harvard Divinity School (MTS), Babson College (BS)
“My experience working in a part of Brooklyn where the life expectancy is 11 years shorter than in the neighboring Financial District—and infant mortality rates almost double NYC’s rate as a whole—made me want to change the system at the regional level to help improve these disparities.”—Anna Marie Creegan, Project Director
Joined Rippel: 2014
Current Roles: Anna is project director of the ReThink Health initiative’s Portfolio Design for Healthier Regions project.
Career: Anna led design and implementation for Rippel’s enterprise-wide evaluation framework, and has contributed to many R&D and place-based projects for the ReThink Health initiative. She also led the development of an assessment tool to measure regional progress along ReThink Health’s Pathway for Transforming Regional Health. Anna has over ten years of experience working with local and international health efforts across the US and Latin America, including as program manager for Community Planning and Health at nonprofit Community Solutions, where she led a health impact assessment and developed plans for revitalization, sustainability, and care coordination.
More about Anna: Anna loves traveling and the outdoors—especially hiking and skiing in her native Colorado Rocky Mountains—and seeing her young children growing to love it as well.
Education: University of Denver (MA), Fordham University (BA)
“Before joining Rippel, my work was confined to individual nutrition and health interventions with specific populations, funded solely by grants. At Rippel, I get to be part of work that breaks through the silos to help stewards move down the path towards sustainability—both of their finances and their mission.”—Katherine Wright, Project Manager
Joined Rippel: 2016
Current Roles: Katherine leads the cross-coordination of Rippel’s three ReThink Health initiative project teams focused on jumpstarting transformative change, and provides high-level research and content support to ReThink Health’s Portfolio Design for Healthier Regions and Hospital Systems in Transition teams. She also continues to promote and present on Beyond the Grant: A Sustainable Financing Workbook (published in 2018).
Career: Katherine previously worked on multiple sustainable financing and R&D projects for Rippel’s ReThink Health initiative, where she explored topics like social impact investing, resident engagement, and the potential of tax credits as a source of sustainable financing for population health. Notably, she co-authored Beyond the Grant: A Sustainable Financing Workbook. Katherine led the design of the workbook’s Financing Wizard that lets users create and practice the art of financial planning for their collaborative population health work. Before joining Rippel, Katherine coordinated and provided research and evaluation support for interventions focused on healthy eating, SNAP-ED, and women’s heart health with Tufts Friedman School of Nutrition Science and Policy, the Jean Mayer USDA Human Nutrition Research Center on Aging, and Michigan State University Extension.
More about Katherine: Katherine was ranked second in the Indiana SkillsUSA Commercial Baking competition, which helped inspire her career path to health and nutrition work.
Education: Friedman School of Nutrition Science and Policy at Tufts University (MS), Michigan State University (BS)
Let’s Help Professionals Become Active Agents in Their Health Ecosystems
To bridge the gap between institutions and the people they serve, stewards are fostering the rise of new professions, such as community health workers and peer educators. Imagine if professionals—both these new ones, and existing ones like medical doctors—were trained to become active agents in transforming their health ecosystems.
Public Narrative Toolkit
We designed this toolkit to help stewards working together to transform health and well-being use the power of storytelling to motivate action, draw out emotion, and build alignment. This toolkit includes short videos, worksheets, workshop agendas, and coaching tips.
Exploring Resident Engagement for Health System Transformation
Many think of resident engagement as raising residents’ awareness of the services an organization offers, or gathering feedback on decisions already made. We’ve learned with stewards that the most effective form of resident engagement is to support active resident leadership, by creating the conditions for large groups of residents to lead and be involved in system transformation work.
Resident Engagement Practices Typology
We lay out the three outcomes those engaging in regional resident engagement practices seek to pursue, and the common practices they use to achieve those outcomes. The three are: Resident Awareness and Participation, Feedback and Input from Residents, and Active Resident Leadership. Transforming a region’s system for health requires a balance between practices of across all three outcomes.
Keep Three Approaches in Balance for Successful Resident Engagement
Learn about our Resident Engagement Practices Typology, the highly concentrated result of combining ReThink Health’s past findings with the results from interviews with over 50 stakeholders (representatives from hospital systems, philanthropies, community-based organizations, public health departments, insurers, and resident leaders) from across the country. The Typology outlines the three main types of engagement outcomes and examples of ways stewards could reach those outcomes.
The Importance of Residents’ Sense of Belonging, Trust, and Power
We know that health and well-being are about more than just treatment of illness—they are influenced by many things, including our sense of belonging, trust, and power. Here, we use illustrations and real-life examples to explore how and why stewards should apply this knowledge to resident engagement efforts.
When Designing Resident Engagement Practices, Local Context Matters
Stewards can’t just walk into a community and expect residents to engage with them their way—they need to understand local context and build credibility and trust. We draw on experience and surveys to start stewards down the path toward authentic resident engagement that works in harmony with local history.
Resident Engagement: A Toolkit
Exercises, meeting guides, videos, and more to help stewards lead their groups to plan resident engagement efforts. Among other things, they can help stewards accurately assess their resident engagement efforts, get on the same page about their goals, and figure out how to close the gap between the two.
Developing a Value Proposition Narrative: A Toolkit
ReThink Health designed this tool to walk stewards through developing a shared vision for health and well-being (based on a clear understanding of their current reality) and a value proposition (that articulates their unique ability to work toward that vision), then combining those into a value proposition narrative that can guide future action.