Russell F. Cox is president and CEO of Norton Healthcare and Norton Children’s, a not-for-profit healthcare system based in Louisville, Ky.
“The true measure of a society is how it treats its most vulnerable.” You’ve likely heard this quote before. Its origins are debated, often attributed to Gandhi or other moral thinkers, but the spirit of it runs deep in the mission of nonprofit organizations: to elevate our society by supporting those most in need. It could just as easily be said that the true measure of a society is how it treats its children.
By that standard, the stakes have rarely been higher. Today, more than one in seven children in the United States lives in poverty, according to the latest Census data. Across the country, access to health care continues to be a challenge. One of the ways we are looking to increase access to care is through the development of a new pediatric campus designed to meet the needs of children.
The role of not-for-profit hospital systems is more essential than ever. Unlike investor-owned institutions, not-for-profit health systems are designed by mission to care for all, regardless of ability to pay. They don’t just deliver care; they address the root causes of health challenges by investing in nutrition programs, education, behavioral health and other wraparound services that empower families to lead healthier lives. They also invest in community-based infrastructure.
The Value Of Partnerships
Care for kids is enhanced by strong partnerships to reach the communities we serve in new ways. Through new and existing relationships, not-for-profit health organizations can provide necessary resources and services to meet the needs of families. Consider partnering with diverse groups like mental health professionals, the faith community, local sports teams and schools to share information and create new access points to care.
For example, a couple of years ago, our not-for-profit hospital opened a dedicated pediatric clinic, a space designed to care for the whole child. We were intentional about the location of the practice and chose to house it in the same building as behavioral health specialists. This partnership allows us to work together to support the physical and mental health needs of young people in our community.
Aligning your organization with partners outside of direct health care can also be valuable to the community. Some of our most expansive partnerships and outreach involved the faith community and civic organizations during Covid-19. Through longstanding relationships, we worked closely with area churches, the public school system and the Louisville Urban League to establish testing and vaccine sites that were convenient for families.
Academic partnerships are also vital. The University of Louisville, School of Medicine, is our academic partner, and we work closely with area high schools and middle schools to introduce students to a career in health sciences. Creating an environment for the next generation of health care professionals to learn and grow is essential not only for your community but for cities near and far. This is one way not-for-profit health care systems can give back and provide community benefit.
Mission Over Margin
Not-for-profit hospitals continue to prioritize mission over margin, even amid escalating costs, workforce shortages and increasingly complex patient needs.
At a time when the healthcare landscape is shifting rather quickly, not-for-profit hospitals remain steadfast in their purpose. We are here for the most vulnerable, especially children, and we are committed to delivering care with compassion, equity and impact.
I’m proud to be a part of a not-for-profit health system where that mission isn’t a slogan but a daily commitment. From developing new and innovative treatments to ensuring food access, and from advancing research to creating safe spaces for healing, organizations like ours serve not just patients, but communities. We’re proud to be guided not by shareholders, but by purpose—especially now, when children have the most to gain and the most to lose.
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