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Health Leads

 24 School Street, 6th Floor
 Boston, MA 02108
[P] (617) 391-3633
[F] --
www.healthleadsusa.org
[email protected]
Ben Mansour
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INCORPORATED: 1996
 Printable Profile (Summary / Full)
EIN 45-0484533

LAST UPDATED: 09/06/2016
Organization DBA --
Former Names Project HEALTH (2010)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Health Leads envisions a healthcare system that addresses all patients’ basic resource needs as a standard part of quality care. Health Leads’ mission is to catalyze this healthcare system by connecting patients with the basic resources they need to be healthy, and in doing so, build leaders with the conviction and ability to champion quality care for all patients. 

Mission Statement

Health Leads envisions a healthcare system that addresses all patients’ basic resource needs as a standard part of quality care. Health Leads’ mission is to catalyze this healthcare system by connecting patients with the basic resources they need to be healthy, and in doing so, build leaders with the conviction and ability to champion quality care for all patients. 


FinancialsMORE »

Fiscal Year Sept 01, 2015 to Aug 31, 2016
Projected Income $14,989,009.00
Projected Expense $14,989,009.00

ProgramsMORE »

  • Health Leads Collaborative
  • Health Leads Desk
  • Health Leads Workshops

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Health Leads envisions a healthcare system that addresses all patients’ basic resource needs as a standard part of quality care. Health Leads’ mission is to catalyze this healthcare system by connecting patients with the basic resources they need to be healthy, and in doing so, build leaders with the conviction and ability to champion quality care for all patients. 


Background Statement

Health Leads began as a student project. In college, Rebecca Onie (now Health Leads CEO) interned at a legal aid non profit, advocating for families facing possible eviction and intolerable housing conditions. These conditions were often tied to health concerns: the asthmatic child who awoke nightly covered in cockroaches, or the HIV-positive client who could not afford both rent and medication. Rebecca later read about Dr. Barry Zuckerman, Chair of Pediatrics at Boston City Hospital (now, Boston Medical Center), who sought to create a pediatrics clinic where children actually get healthy by assembling a team to address his low-income patients’ basic needs. Dr. Zuckerman’s vision resonated.

Working with Dr. Zuckerman, Rebecca began interviewing physicians, asking: “With unlimited resources, what would you give your patients?” Their  answers reflected a common theme. Patients came to the clinic who needed medicine, but also, had no food at home, no heat, or no job.  Providers could not even ask about those issues because there was nothing they could do. As one physician stated, "I have 13 minutes with each patient; I have patients piling up in the waiting room; I don't know where to find food, and I have no help in doing so.” Health Leads was born of these conversations to address the pressing need articulated by these doctors: an affordable, scalable model for addressing patients’ unmet basic resource needs. 



Impact Statement

In FY15, Health Leads partnered with hospitals and community health centers in seven cities in the United States. Our corps of nearly 1,000 college student volunteers, Advocates, worked to connect over 14,000 families (representing over 51,000 adults & children) with critical basic resources. Ninety-five percent of the patients with whom we worked secured at least one resource, or identified that Health Leads had equipped them to secure the requested resources on their own.


Needs Statement

Every day, doctors prescribe medication to patients who have no food at home or living in unhealthy housing. Medicine alone will not solve these problems and poor health traps many low-income people in poverty. Health Leads believes that a different kind of healthcare system--one that addresses all patients' basic resource needs as a standard part of quality care--is possible.

We leverage our work in partner hospitals, health systems, and community health centers to make a broader case for integrating basic resources into healthcare delivery. The timing is right: In the face of shifting financial incentives, an imperative to control costs and improve quality, and a growing focus on the medical home, the healthcare system is increasingly compelled to go beyond traditional clinical care and grapple with the realities of patients' lives. In its 19 years, Health Leads has refined a scalable model that systematically addresses unmet social needs, and positions us to catalyze a new standard of health care delivery.
 
Philanthropic investments support Health Leads' day-to-day work in partner hospitals and health centers. Additional funding will enable us to better leverage our on-the-ground programs in hospitals and community health centers. Ultimately, this work will enable Health Leads to demonstrate to the healthcare market-at-large the importance of investing in a model that addresses patients' social needs as a standard part of care.

CEO Statement

http://www.ted.com/talks/rebecca_onie_what_if_our_healthcare_system_kept_us_healthy.html

Board Chair Statement

--

Geographic Area Served

NATIONAL
GREATER BOSTON REGION, MA

Health Leads partners with healthcare systems, hospitals, and community health centers in Baltimore, Boston, Cleveland, New York, the San Francisco Bay Area, the Upper Peninsula of Michigan, and Washington, DC.

In Boston, Health Leads serves patients mainly from the Roxbury, Dorchester, and Mattapan neighborhoods. 

Organization Categories

  1. Health Care - Patient & Family Support
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Yes

Programs

Health Leads Collaborative

The Collaborative is Health Leads’ more intensive Learning Network engagement, recommended for healthcare organizations and physician-leaders with the capacity and desire to rapidly build or expand a social needs program in a data-driven way. Health Leads provides tools and training, facilitates regular web-based meetings, surfaces key challenges, and in conjunction with the network, recommends solutions. An annual in-person meeting of the full cohort of participants and Health Leads partners is convened to share findings, learn from others, and solidify peer connections across the cohort.

REACH, our resource database, client management, and data-collection tool, is available to all participants in the Collaborative. This tool enables healthcare organizations, their physicians, and other healthcare providers to facilitate resource connections, collect data, measure progress, and quantify impact.
Budget  --
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Participating hospitals and health systems can successfully establish a robust social needs program, taking the burden of addressing patients’ social needs away from physicians and freeing them to better serve the medical needs of their patients.
Program Long-Term Success  The realization of a healthcare system that addresses patient's basic resource needs as a standard part of quality care.
Program Success Monitored By  --
Examples of Program Success  The Collaborative has not yet been launched.

Health Leads Desk

In clinics where Health Leads' Desks operate, physicians can "prescribe" food, housing, health insurance, job training, fuel assistance, or other resources for their patients as routinely as they do medication. Located in the clinic and staffed by college volunteers, our Health Leads Desks "fill" these prescriptions by connecting patients with key resources.

Budget  $310,000.00
Category  Health Care, General/Other Public Health
Population Served Poor,Economically Disadvantaged,Indigent At-Risk Populations Unemployed, Underemployed, Dislocated
Program Short-Term Success  In FY2014, Health Leads served 18% more unique clients than in FY2013.
Program Long-Term Success 

In 19 years, Health Leads has grown from a single site in Boston to seven regions across the country. Last year, nearly 1,000 student volunteers worked to connect over 13,000 families--nearly 50,000 adults and children--with critical basic resources.

Program Success Monitored By 

We define success by the percent of Health Leads patients who are connected to the basic resources they need to be healthy--receive food, get their heat turned back on, access childcare--as well as additional metrics

Examples of Program Success 

In FY2014, 95% of the patients with whom we worked either secured at least one resource or identified that Health Leads had equipped them to secure the requested resources on their own.


Health Leads Workshops

Workshops are web-based, interactive learning groups that guide participants through the critical decisions, best practices, and selection of tools necessary to consider as they plan to build their own successful social needs programs. Alongside peers from a range of healthcare delivery organizations, participants answer key questions required to start or improve upon a program. Unlike a typical “webinar,” these Workshops mix online instruction with facilitated group discussion as well as feedback, practical activities, and an individual consultation. Workshops cover topics on the “what,” “who,” and “how” of executing a program in a clinical setting, and by the end of the Workshop, participants have Action Plans to start or advance social needs programs at their organizations.

Budget  --
Category  Health Care, General/Other Patient Care/Health Care Delivery
Population Served Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Participating hospital, clinics, and FQHCs have the tools and knowledge to start their own social needs program or expand an existing one.
Program Long-Term Success  A healthcare system that addresses patient's basic resource needs as a standard part of quality care.
Program Success Monitored By  --
Examples of Program Success 

One participant commented on the Workshop experience, “We are already doing this work, just not as well as I would like. My desire to improve upon it has always felt like an ‘I-rule-the-world-fantasyland’… I’ve seen now that it may not have to remain a fantasy and significant improvements can be made.”


CEO/Executive Director/Board Comments


Management


CEO/Executive Director Ms. Rebecca Onie
CEO Term Start Feb 2006
CEO Email [email protected]
CEO Experience

Rebecca Onie co-founded Health Leads in 1996, as a sophomore at Harvard College, with Dr. Barry Zuckerman at Boston Medical Center. In 2009, Rebecca was honored to receive a MacArthur “Genius” Fellowship. She has also been recognized by Forbes Magazine’s Impact 30, recognizing the world’s top 30 social entrepreneurs; the Robert Wood Johnson Foundation’s 2012 Young Leader Award; and the Schwab Foundation’s 2013 Social Entrepreneur of the Year. Other honors include World Economic Forum Young Global Leader, U.S. Ashoka Fellow, and the John F. Kennedy New Frontier Award.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Bill Brodnitzki -- --
Kelly Hall SVP, Catalyze

Kelly has spent more than 20 years working with integrated healthcare delivery systems to develop provider networks and orient those networks towards delivering high quality, affordable care to patients. As Vice President, Network Development for Partners Community Health Care,  the community physician organization for Partners HealthCare, Kelly led efforts to develop and expand a regional provider network as part of an overall strategy for clinical integration, growth, and population health management. As Executive Director of Strategic Planning and High Performance Medicine at Partners, Kelly developed organizational strategy on issues ranging from clinical performance and differentiation to network development and clinical integration strategy. She also lead Partners High Performance Medicine Program, a $15 million initiative promoting quality, safety and responsible use of clinical resources across the system.

Rocco Perla -- --
Alexandra Quinn VP of Leadership and Strategy

The idea of service first captured Alexandra Quinn at the White House, where, in a year-long internship, she served as the Assistant to the Deputy Cabinet Secretary. Later she worked at the U.S. Justice Department, first as a Staff Assistant to U.S. Attorney General Janet Reno and subsequently as the Director of Scheduling and Briefing for the Attorney General. Combining her interest in large-scale system change with advocacy and individual action, in 2001 she joined College Summit, a national nonprofit that works in partnership with schools, school districts, and colleges to develop a sustainable model for raising college enrollment rates community-wide. Alexandra oversaw College Summit’s programmatic scaling from serving 1,000 to 14,000 students.

Awards

Award Awarding Organization Year
Commission to Build a Healthier America Robert Wood Johnson Foundation 2013
Social Entrepreneur of the Year Schwab Foundation for Social Entrepreneurship 2013
Gleitsman Citizen Activist Award The Center for Public Leadership at Harvard Kennedy School 2012
Young Leader Award Robert Wood Johnson Foundation 2012
Impact 30 List of Leading Social Entrepreneurs Forbes Magazine 2011
Skoll Award for Social Entrepreneurship Skoll Foundation 2011
Young Global Leader Award World Economic Forum 2010
MacArthur Fellowship ("Genius Grant") MacArthur Foundation 2009

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Health Leads’ relationships with our partners are invaluable to maintaining a strong program and improving upon our current models. In Boston, Health Leads collaborates with each of our clinical partners (Dimock Community Health Center, Boston Medical Center, Massachusetts General Hospital, and Codman Square Health Center) to deliver the services. We also collaborate with local universities whose student populations form the pool from which we recruit our volunteer Advocates. Additionally, we work with local community-based organizations and government agencies to connect our low-income clients to the resources they need to be healthy.

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 90
Number of Part Time Staff 0
Number of Volunteers 738
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 90
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 90

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Bi-Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency Yes Bi-Annually

Governance


Board Chair Mr. John Mandile
Board Chair Company Affiliation Sigma Partners
Board Chair Term Jan 2009 -
Board Co-Chair Susan Donahue
Board Co-Chair Company Affiliation Community Volunteer
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Asaf Bitton MD Brigham & Women's Hospital, Harvard Medical School --
Michael Blau Foley & Lardner, LLP Voting
Gary Cohen Health Care Without Harm Voting
Larry Cohen Ehrenkranz & Ehrenkranz LLP Voting
Susan Donahue Community Volunteer Voting
Arthur A. Gianelli President, Mount Sinai St. Luke’s --
Eliza Greenberg New Profit, Inc. Voting
George Jackoboice Monarch Holdings Voting
Judith Kurland University of Massachusetts, Boston Voting
Margaret Laws HopeLab --
Thomas Lee MD Press Ganey --
Sarah Lukas Edelstein & Company, LLP Voting
John Mandile Sigma Partners Voting
Rebecca Onie Health Leads Exofficio
Laura Samberg Samberg Family Foundation Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 8
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

  • Advisory Board / Advisory Council
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Investment

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $27,108,284 $6,580,012 $10,093,222
Total Expenses $11,129,402 $10,943,526 $9,490,488

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$23,137,450 $2,478,109 $5,908,720
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $735,485 $927,230 $423,132
Indirect Public Support -- -- --
Earned Revenue $1,247,006 $870,308 $706,384
Investment Income, Net of Losses $113,036 $-71,352 $16,156
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $1,875,307 $2,375,717 $3,038,830
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $8,856,796 $8,458,813 $7,136,842
Administration Expense $1,529,029 $1,330,571 $1,568,436
Fundraising Expense $743,577 $1,154,142 $785,210
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 2.44 0.60 1.06
Program Expense/Total Expenses 80% 77% 75%
Fundraising Expense/Contributed Revenue 3% 34% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $25,593,970 $9,571,137 $13,946,092
Current Assets $15,279,459 $9,127,623 $11,062,841
Long-Term Liabilities $0 $0 $0
Current Liabilities $246,504 $202,553 $213,994
Total Net Assets $25,347,466 $9,368,584 $13,732,098

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 61.98 45.06 51.70

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials. 
 
In FY 2009, Health leads changed from a June 30 fiscal year end to an August 31 year end.  As such, the 2009 accounting period includes slightly longer than a year.

Documents


Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

Health Leads seeks to align the forces necessary to change how healthcare is delivered to account for the realities of patients' lives. Health Leads’ work in our partner hospitals and health centers makes a broader case for integrating basic resources into healthcare delivery.

Patients and Families: Health Leads is changing the lives of patients and their families. In FY15, we served over 14,000 patients and their families, working to connect them with basic resources that impact their health.
 
Providers and Clinics: Health Leads is part of the clinic team. With Health Leads, doctors, nurses, and social workers can focus on the complex clinical issues they are trained to address. By providing an alternative workforce to connect patients with basic resources, Health Leads enables providers to deliver comprehensive patient care.
 
Leaders: Health Leads provides our Advocates–college students who volunteer to staff Health Leads Desks–with an intensive, transformative experience in clinics primarily serving low-income populations. This experience often impacts their graduate school and career choices. 90% of Health Leads graduates entered jobs or graduate study in the fields of health or poverty, with 95% of them reporting that Health Leads had a "significant impact" on their career or academic trajectory. Today, over 4,000 Health Leads alumni work as healthcare providers, clinical researchers, community health workers, policy experts, pharmaceutical executives, hospital administrators, and in many other roles in and out of the healthcare system. Together, they form a powerful network for redefining healthcare in America.

2. What are your strategies for making this happen?

Health Leads seeks to grow in ways that will ultimately catalyze the healthcare sector to address patients’ basic resource needs as a standard part of care. Our strategy is to partner with market-leading hospital systems and other healthcare institutions committed to integrating Health Leads operationally and financially.

In addition to Health Leads’ direct service, we strive to bring to scale efforts to address social needs in the healthcare space. Health Leads’ Learning Network accelerates the efforts of organizations that wish to address patients’ social needs. By sharing tools and best practices as well as facilitating collaborative learning, we aim to make it easier to start a social needs program or expand upon existing efforts. The Learning Network also speeds innovation across the sector by rapidly surfacing more effective and efficient ways to screen for and navigate patient resource needs. While we will offer curricula and tools based on our direct service experience, we are equally eager to learn with other organizations and find new ways to address patients’ social needs.


3. What are your organization’s capabilities for doing this?

Staff
The basic Health Leads service at a hospital or medical clinic includes a dedicated Program Manager with case management and/or social work experience and a team of tenacious, highly motivated Advocates dedicated to one task: connecting patients with the basic resources they need to be healthy.

Volunteers
Health Leads trains and supports Advocates, our college undergraduate volunteers. We recruit college students, many with multilingual proficiency, to match the needs of the communities they serve. By taking on the responsibility of fulfilling basic resource needs, this team allows clinicians and community health workers to more effectively manage clinical care and services. 
 
Technology 
Health Leads REACH, our proprietary resource database and case management system, allows Advocates to best meet the needs of families and work closely with clinical staff. REACH’s resource management function enables our Advocates to search for community resources and benefits that best match a patient’s needs based on factors such as proximity, hours of operation, eligibility, and languages spoken. The case management component of the system allows Advocates to easily conduct intakes, follow up with patients, and identify and prioritize patients’ most pressing needs. Since implementing REACH, there has been a 17% increase in patients served by Health Leads, Health Leads’ patient intake time has been reduced by 60%, and we have seen 55% stronger agreement from physicians at partner clinics that they now have adequate support to address their patients’ resource needs. 

 


4. How will your organization know if you are making progress?

Health Leads' on-the-ground evaluation work with our clinical partners comprises three main areas: (1) program effectiveness (e.g., patients served and number connected to resources), (2) patient and provider satisfaction, and (3) intermediate and long-term clinical and financial outcomes (e.g., better diabetes test results, fewer missed appointments, increased medication adherence, reduced cost of care). Health Leads consistently measures key indicators of program effectiveness and uses these data to drive improvement and efficiency, a necessary foundation for evaluating other metrics.

Health Leads’ evaluations of impact on patient satisfaction use text-based surveys. We collect patient feedback on their experience with Health Leads and how it impacts their satisfaction with their clinic. Over the past year, patients gave Health Leads a Net Promoter Score of 75. Net Promoter Score is a well-established proxy for satisfaction. Similarly, Health Leads surveys clinicians to better understand the impact of services on patient care, clinician job satisfaction, and clinic operations. Thus far, we have completed physician surveys at four hospital partners. Results showed that clinicians feel Health Leads enables better patient care and were more satisfied with their clinics knowing that Health Leads can meet patient resource needs. Health Leads’ Net Promoter Score among clinicians was 69.


5. What have and haven’t you accomplished so far?

In our last strategic plan, Health Leads showed that patient resource connections could be made effectively and efficiently in a scalable model; that our volunteers, alumni, and staff are a “leadership pipeline” who are championing quality care for all patients; and that healthcare institutions are willing to pay for patient resource connections. The innovation and inspiration of our last strategic plan brought us to the starting gate of realizing our vision of a healthcare system that addresses all patients’ basic resource needs as a standard part of patient care.

In September 2014, Health Leads launched its next four-year strategic plan, Grow & Catalyze. Over the next four years, Health Leads will pursue intentional growth of its operations within high-profile health systems, to serve as a springboard for broader systemic change. Ultimately, we aspire to not simply grow to hundreds of institutions, but rather to change the way that institutions deliver health care so that it accounts for the realities of patients’ lives.