Hospitals and Churches Partner for Better Care

Thanks to an innovative partnership, communities in Memphis have a road to better health, hospitals have fewer readmissions, and providers see better outcomes. The Congregational Health Network (CHN) is a covenant relationship between Methodist LeBonheur Healthcare (MLH) hospitals, area congregations and community health organizations. It provides a network of nearly 500 congregations and faith communities that partner to help people navigate the healthcare system and take proactive roles in their care.

Building the Human Bridge

The CHN represents a unique partnership. Rev. Bobby Baker, director of faith and community partnerships for MLH, says it’s “a human bridge” connecting the professional care system—including the hospital—with the natural caring system of family, neighbors and especially congregations.

The CHN handles a wide array of initiatives and programs, including development and maintenance of a social system (including congregations, volunteers, MLH and partners), implementation of covenant relationships (including value-added incentives), community health promotions, in-hospital support and accompaniment, microgrants to congregations and community partners to support health-promoting work and networking, and building practical interfaith collaboration.

Full-time navigators at each adult hospital and hundreds of unpaid liaisons in participating congregations are links in the CHN chain. The navigators are employed by MLH especially to serve in this capacity; some are clinicians, although this isn’t a requirement. They work with congregations throughout the region to enable and ensure continuity of care with area hospitals. Specifically they provide education, as well as guidance and information about prevention, access, and inpatient and aftercare. They help ensure patients have the knowledge to take active roles in their care and work toward positive outcomes and effective system utilization.

The liaisons, volunteer community workers and representatives of local faith communities, support the navigators. These are lay people who receive training on issues such as privacy rules, but their main qualification is “a heart for the ministry,” says Baker.

A Natural Evolution

The partnership originated with a group of pastors who came together to develop a plan to take care of their members.

That the church should take this lead seems a natural evolution. As Baker explains, “The church was always the entity that arranges visits for the sick and care for the ill in their homes. Paving the path for people to navigate the system and tying that into the hospital system was a good fit.”

Ultimately 12 area pastors worked on a covenant—a working agreement—and a draft program focused on some key areas: education, prevention, access, intervention (how people stay connected to support systems), aftercare and strengthening community resources for people after they leave the hospital. “The bulk of what we’re talking about is social support,” says Baker. “We’re increasing the church’s capacity to support members.”

Such an initiative was essential to fill care gaps that existed in the community. Many people, especially those without family supports, found the health system intimidating and unnavigable. Baker and his group sought to clear a path between the community and the healthcare system.

“We did community mapping to discern healthcare resources in the community,” he explains. “We were able to identify key resources that were readily available and convenient.”

The community sees churches as trusted assets, but Baker and his team didn’t just count on their good reputation. “We roamed the hospitals and worked to build relationships,” he says. “We invited people who trusted us to be part of this growing program, and they invited others.”

It helped that MLH has a large community footprint, with hospitals in all four of the city’s quadrants. “We have a large portion of the market in this area, so there is a 50/50 chance you’ll be our patient once you enter the system,” Baker says. “So it makes sense for us to reach out to people and establish relationships before they come through the hospital’s doors.” As a result, people trust the system and are comfortable accessing it when they need it.

Proof Is in the Data

A key component of the network is data collection and outcomes measurement. Toward this end, Baker says, “We have two different data strings—one for congregations and one for patients.” When congregations sign the covenant, they must agree to track data regarding issues such as involvement of community liaisons, participation in educational programs, and how they provide community resources (such as health fairs or monthly blood pressure screenings). Patients consent to allow their data to be flagged in their EHR when they enroll in the network. “This enables us to measure de-identified utilization and outcomes against non-CHN patients with similar demographics and diagnoses,” Baker says.

To date the data has shown impressive results. CHN patients stay out of the hospital for an average of 120 days longer than comparable non-CHN patients. They also have half the mortality rate of their non-network counterparts. “We think they cost less to treat because they have relationships with the hospitals,” Baker says. Additionally, network patients use home care and hospice at a higher rate.

Baker is confident this approach to healthcare can be replicated. He suggests starting by “identifying someone in your area healthcare agency who is trusted in the community and determine how to leverage that trust.” Invite the community to the table from the start “in a way that is organic and comfortable for them.”

Be inclusive and work to build trust, and these efforts will pay dividends, the reverend says. “The willingness of people to give their time, effort and energy to a program they trust and believe in is amazing. Communities are hungry for knowledge and connections.” 

Joanne Kaldy is a healthcare communications consultant, writer and animal-assisted therapy expert based in Harrisburg, PA. 

Take-Home Points

HOSPITALS—Using full-time hospital navigators and unpaid liaisons in congregations helps ensure congregants’ continuity of care and reduce readmissions and other unnecessary use of resources.

PAYERS—Patients in this network stay out of the hospital an average of 120 days longer than comparable non-network patients, and have half the mortality rate.

HOME CARE AND HOSPICE—Network patients use these services at a higher rate.