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Connecticut Health Foundation
ANNUAL REPORT 2003
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THE CONNECTICUT HEALTH FOUNDATION IS A CATALYST, BUILDING
CONSENSUS AND COALITIONS TO IMPROVE HEALTH SERVICES, SO PEOPLE
CAN PURSUE AND ENJOY OPTIMUM HEALTH IN BODY, MIND AND SPIRIT. ULTIMATELY, STRIVING
TO IMPROVE HEALTH AND ACCESS TO HEALTH CARE MEANS GOING BEYOND A MEDICAL
MODEL. IT MEANS SUPPORTING PEOPLE TO BE THE BEST THEY CAN BE IN ALL ASPECTS
OF THEIR LIVES.
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G E N E R A T I N G S U B S T A N T I A L A N D L A S T I N G
C H A N G E : A H O L I S T I C A P P R O A C H
Money can solve a lot of problems. But improving
health care services, access and outcomes for all the
people of Connecticut also calls for leadership,
insights, coalition-building, and shared best practices.
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Since 1999, the Connecticut Health
Foundation (CHF) has been exploringand supporting the most effective and
creative ways to improve the health
status of the people of Connecticut.
In 2003, CHF, the largest independent
health foundation in the state, dispersed a
record number of dollars in direct funding to a
range of organizations — from small neighborhood groups to large
academic institutions.
But CHF also takes a holistic approach to achieving substantial and
lasting change — an approach that includes providing information
and technical assistance to grantees, analyzing public policy to shed
light on unmet needs and related policy gaps, and supporting health
education and training in the communities.
Success in achieving these objectives, however, can only be deter-
mined by the people, organizations and communities that CHFserves. Only they know if the Foundation’s programs and initiatives
add value and have a positive impact on people’s health.
According to the executive director of one grantee organization that
focuses on improving mental health care for children: “Working with
CHF is different. CHF doesn’t just wait for our quarterly reports.
They’ve been in partnership with us from the beginning, saying all
along that we’re learning in this field together.”
Working in close partnership with community groups, government
agencies, other foundations and grantees helps CHF realize its
mission and primary goals — improving children’s access to oral
health care and mental health services, and eliminating racial and
ethnic health disparities.
“CHF doesn’t just
wait for our
quarterly reports.
They’ve been in
partnership with
us from the
beginning, saying
all along that
we’re learning in
this field together.”
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G A I N I N G S T R E N G T H
T H R O U G H C O L L A B O R A T I O N
In the world of community health, budgets are often small
and resources are stretched thin. That’s why CHF joins
forces with other foundations, health care organizations and
advocates — pooling resources, disseminating information
and sharing ideas and insights to achieve similar goals.
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In 2003, for example, CHF formed a funders’ collaborative with
the Children’s Fund of Connecticut, the William Casper GrausteinMemorial Fund and the Community Foundation of Greater
New Haven. Together, the cooperative is helping New Britain,
New London and Middletown develop their own comprehensive,
community-based health service system that promotes wellness
in young children at early-care and education sites.
CHF and the Aetna Foundation have also found a great deal of
common ground. As leading grantmaking organizations, the two
Connecticut-based foundations share programming priorities,
particularly in the battle to eliminate racial and ethnic health
disparities, and to provide oral health services to children and
families in need.
Board members and a national conference of grantmakers in health
initially brought CHF and Aetna together. Now the two organizations
are evaluating ways to collaborate within the city of Hartford, to
forge a model of cooperation that will help solve the serious problems
associated with racial and ethnic disparities in health care.
“Our connection with CHF is around our shared commitment,” says
Sharon Dalton of the Aetna Foundation. “When we started to look
at how we as a foundation would
address these critical issues, we
wanted to find out who’s
doing what and how we
could work with interested
parties. We hope to establish
a community-wide effort,
with CHF playing a significant
role as a partner.”
“...We hope
to establish a
community-wide
effort, with
CHF playing a
significant role
as a partner.”
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F I L L I N G T H E G A P S
Meaningful collaborations can also be forged with government
agencies that may need particular support in their efforts to
provide effective services. CHF has worked closely with
Connecticut’s Department of Children and Families (DCF), in
the area of children’s mental health, providing funding and
technical assistance to 10 of the state’s 27 community-based
children’s mental health collaboratives.
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“While DCF is responsible for providing direct
services,” says the program’s director TimMarshall, “the basic task of the collaboratives
is to identify gaps and then to plug those gaps
so that kids can receive mental health care in
their own communities. There is no way I can
overstate the quality and importance of the technical
assistance CHF has provided in those 10 collaboratives.”
In fact, CHF’s expertise has been so valuable that Marshall shares
the information it provided with the other 17 collaboratives, so
that all 27 can benefit from CHF’s “good modeling.” TheFoundation
makes it clear, Marshall notes, “that whatever material or informa-
tion they provide is to be put to the broadest use to serve as many
people as possible.”
The CHF-DCF relationship demonstrates a simple fact: while fund-
ing is essential, various kinds of support and technical assistance are
also invaluable. And so, CHF communicates regularly and often withits grantees to find out what they need to be successful and how the
Foundation can help meet that need.
“The CHF staff worked hard with us before we even submitted the
grant,” explains Martha Stone, executive director of the Center for
Children’s Advocacy, which provides legal representation to children
who fall through the cracks of the child welfare, mental health and
juvenile justice systems.
“When we approached CHF, they asked us, ‘What do you really need
to do your work?’ and helped us figure out how to ask for it. They
wanted to help, they gave us a lot of information, and we appreciate
the openness and willingness to walk in our shoes.”
“...they wanted
to help, they
gave us a lot of
information, and
we appreciate
the openness
and willingness
to walk in ourshoes.”
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A D D I N G V A L U E T H R O U G H K N O W L E D G E
The health care system in the state of Connecticut and the
nation is complex and troubling — solutions to problemsare not always clear. For most state agencies, community
groups and advocates, it’s a challenge to gather and share
accurate information and knowledge in order to establish
meaningful plans, make sound decisions, and improve
existing service capabilities.
CHF helps by finding and supporting people who can provide
the knowledge, expertise and technical assistance needed to
solve the most pressing health care problems.
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The challenge of providing oral care for underserved populations is a
case in point. Eight oral health collaboratives supported by CHF aretrying to develop and implement a coordinated dental care delivery
system in Connecticut’s largest urban areas. The goal is to double by
2007 the use of dental health services by children enrolled in
HUSKY, Connecticut’s Medicaid program. This is a daunting task,
with plenty of budgetary, bureaucratic and cultural obstacles.
“If we want to have an impact on children’s oral health, we have to
look at the core issues that govern the availability of dental care,”
says Burton Edelstein, D.D.S., M.P.H., the founding director of the
Children’s Dental Health Project and a Columbia University scholar.
That’s why Edelstein, working closely with CHF, developed a
framework — and a handbook — that enables federally qualified
community health centers (FQHCs) to contract with private dentists
who can provide care at the centers and see eligible patients in their
own offices. As a result, FQHCs can expand their capacity to treat
this underserved population of children.
“The brilliance of this approach is that it brings together people from
different areas of health care and helps break down barriers —
familiarizing dentists with health centers and their patients, and intro-
ducing the centers to local practitioners,” explains Evelyn Barnum,
executive director of the Connecticut Primary Care Association.
Thanks to CHF’s funding and technical assistance, for example, the
Staywell Community Health Center in Waterbury — a participant in
the Waterbury Oral Health Collaborative — was able to contract
with private dentists for needed services. As a result, the center is
able to offer evening hours to accommodate working families andprovide more education about oral health issues and service access,
which helps overcome barriers in the community.
By addressing these systemic problems in partnership with the
collaboratives, CHF is making a significant impact on the most
common chronic health problem in children — tooth decay — the
leading cause of lost school time.
“If we want to
have an impact
on children’s
oral health, we
have to look at
the core issues
that govern the
availability ofdental care.”
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L E A R N I N G I N T H E C O M M U N I T Y
Before health care in Connecticut can be improved, however,
360 degree learning must often take place — from listening to
people in the community to learning about their needs, to
training health care organizations about establishing efficient
systems of care, to educating communities about basic health
information and how to access the health care that is their right.
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This scope of learning is evident at programs like We Walk in
New Haven (WeWiN), a CHF-funded initiative that promotesphysical activities and good nutrition to reduce health risks
associated with chronic illnesses among city residents, particularly
low-income African-Americans and Hispanics. Scattered across
the greater New Haven area, eight WeWiN sites offer educational
programs ranging from nutritional counseling to basic health
assessments and fitness activities, including line dancing and weight
training — all free and locally based.
“We talk to people where they are,” says WeWiN programdirector Sharon Bradford. “Neighborhood groups, churches,
housing complexes. We want to help them learn how to resist
chronic illnesses and maintain health — and show that you can
have fun while you’re at it.”
Education and outreach is also a key aspect of Project LEARN of
the Southeast Mental Health Systems of Care (SeMHSC), a group
of agencies that coordinate services for children with serious mental
health problems in 19 southeastern Connecticut towns. While itsdirect care management services are funded through the state,
CHF funds its community collaborative.
According to Cara Westcott, LEARN’s project director, “we are
committed to getting out the word that children DO have mental
health issues, that early intervention and prevention are vital, and
that services are available.”
With CHF funding over three years, SeMHSC has also been able“to think strategically about building an infrastructure to serve
children with mental health needs within their communities, and
to establish a system of care in our local agencies — care that is
community based, culturally competent and family focused,”
Westcott explains. “CHF gave us the opportunity to learn how
to build systems of care.”
“CHF gave us
the opportunity
to learn how to
build systems
of care.”
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O V E R C O M I N G C U L T U R A L B A R R I E R S
Overcoming cultural and language barriers to
health care access is yet another significant
educational challenge.
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That’s why CAUSA, the Connecticut
Association for United Spanish Action,took action to confront the high rate
of diabetes in the state’s Latino
communities. With a three-year
CHF grant, CAUSA created DIAL
— Diabetes Information and Action
for Latinos — which provides
mini-grants to some of its member
organizations that run local diabetes
prevention and care initiatives. CAUSA is also developing aninformation clearinghouse, and it created the first-ever statewide
Spanish-language conference on diabetes.
With a massive outreach campaign for the conference, CAUSA
provided everything from transportation to childcare to attract
more than 600 people from Hispanic communities around the state.
Medical check-ups and health screenings were available, as well as a
range of workshops — from healthy cooking with traditional foods
to low-impact aerobics.
“We saw the hunger for this kind of information,” says Carmen
Sierra, CAUSA’s executive director.
“Fortunately with the DIAL
initiative, we will be able to
continue the work with
nearly 30 bilingual
volunteer diabetes
educators, plus astatewide media
campaign. We learned
from this conference that
people really do want to change
and will respond if you make the
information accessible to them.”
“We saw the
hunger for
this kind of
information.”
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I N F L U E N C I N G T H E P U B L I C P O L I C Y D E B A T E
Working with communities “on the ground” is vitally
important. But perhaps the most significant battle — with the
greatest potential impact on people’s day-to-day lives — is in
the halls of Connecticut’s state and local governments and
institutions, where public health policies are written.
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“One of the unfortunate realities of modern political life is that
legislators are asked to make decisions on a huge range of complexissues — and often do so with very little information,” says Joan Alker,
senior researcher at Georgetown University’s Health Policy Institute.
One such issue to which CHF was compelled to respond was a
proposal to drastically change the way the state of Connecticut
administers Medicaid.
While Medicaid is a federal health insurance program for low-income,
elderly, and disabled people who can’t afford medical care, it is
managed by the states, which have latitude in creating regulations.
The proposed changes in Connecticut — which included the
imposition of premiums for recipients who couldn’t afford them —
would have sharply reduced access to health care by the state’s
neediest people, especially children. To make sure policymakers
understood what was at stake, CHF decided to commission research
and analysis on the issue … and do so quickly.
“A preliminary bill on the policy change was passed late at night,
at the end of a very hectic legislative session, with no public hearings
and no forum for discussing the impact,” explains Judith Solomon,
senior policy fellow with Connecticut Voices for Children, a statewide
research and advocacy organization concerned with the health and
well-being of children. “To support the contention that people would
suffer if the legislation were passed, we knew we had to put together
numbers that would show what the abstract policy language really meant.”
Georgetown’s Health Policy Institute in Washington, D.C., and
Connecticut Voices for Children were commissioned by CHF and the
Anthem Foundation of Connecticut, Inc., to publish five successive
policy briefs on the proposed changes. The numbers, it turns out, were
startling. If passed, the legislation would have resulted in a 43 percent
increase in the number of uninsured children and the loss of Medicaid
coverage for thousands of elderly and disabled people. In total, 96,000
residents were being threatened with a loss of coverage.
“...we knew we
had to put together
numbers that
would show
what the abstract
policy language
really meant.”
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16
The reports also showed the negative long-term effect on the
state’s economy as a whole, and its health care system in particular,as more underinsured and uninsured individuals would be forced
to make use of expensive emergency room care, often waiting until
they were very ill.
Concise and filled with concrete data, the policy briefs were sent
not only to legislators, but also to children’s advocacy organizations,
pediatricians and other interested parties, as well as to news outlets
across the state, to generate vocal support and media coverage.
The results were significant and gratifying. The legislators repealed
almost all of the proposed changes, and many made it clear how
useful the new information was.
“CHF did a fantastic job of getting the information out,” notes Alker.
“It’s unusual for a grant provider to be so nimble, to move so quickly
in response to an immediate situation.” In fact, she adds, “CHF is
becoming a model for other foundations around the country on how
to influence public policy through research and analysis.”
“It’s unusual
for a grant
provider to be
so nimble, to
move so quickly
in response
to an immediate
situation.”
POLICY BRIEFS ARE AVAILABLE AT WWW.CTHEALTH.ORG
• THE IMPACT OF PREMIUMS ON CHILDREN AND PARENTS IN HUSKY A
• IMPOSING PREMIUMS ON LOW-INCOME ELDERLY AND DISABLED PERSONS IN MEDICAID
• THE IMPACT OF CO-PAYMENTS AND REDUCED BENEFITS ON CHILDREN ENROLLED IN HUSKY A
• COST OF PROPOSED MEDICAID AND HUSKY A CHANGES TO THE CONNECTICUT ECONOMY
• THE IMPACT OF PREMIUMS ON PREGNANT WOMEN IN MEDICAID (insert)
• CAP ON FEDERAL MEDICAID FUNDS WOULD FORCE STATE TO PAY INCREASED HEALTH CARE COSTS
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C O R R E C T I N G I N J U S T I C E S
CHF also expects to change public policies and correct
injustices in its fight against racial and ethnic health disparities.
Since its inception, the Foundation has been committed to
reversing the significantly poorer health and higher mortality
rates among minority groups — disparities that exist even
when income and insurance coverage are equal.
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18
In October 2003, CHF held its second
conference on the issue —“ A World Waiting to be Born:
Taking Action to Eliminate
Racial and Ethnic Health
Disparities” — which drew
more than 250 policymakers,
health professionals, communi-
ty leaders and academics, who
exchanged ideas and heard the
latest findings presented by expertsfrom around the country.
Forrester (Woody) Lee, M.D., professor of Medicine, assistant dean
of Multicultural Affairs at Yale University Medical School and a
conference workshop leader, reflected the tone of the event. Referring
to the groundbreaking 2001 Institute of Medicine report, Unequal
Treatment: Confronting Racial and Ethnic Disparities in Health Care,
he said, “with this report, which pulled together two decades of
research, there is no longer a debate about whether these inequitiesexist. The issue now is what to do about them.”
One strategy is to include cultural competencies in the education of
health care professionals and encourage members of underrepresented
groups to pursue health care careers. To learn more about this, CHF
awarded a three-year grant to conduct a comprehensive cultural
competence audit and assessment at the University of Connecticut
Health Center — with the goal of increasing the number of under-
represented students and faculty that are recruited and retained.
The Foundation also put together a panel of leaders in health care,
business, education, politics and community advocacy, to collect
information and develop policy recommendations for the public,
private and nonprofit sectors.
“We’re trying
to correct and
change a serious
wrong that was
created in the
past and has
been sustained
over many
decades.”
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In 2004, the panel will gather data and
host three public hearings to learndirectly from experts and
citizens alike. Topics being
explored include health
workforce diversity,
language and cultural
barriers to health care,
social determinants, data
collection and monitoring,
and environmental health,among others.
“We’re trying to correct and change a
serious wrong that was created in the past and has been sustained over
many decades,” says the panel’s chair, Sanford Cloud, Jr., president of
the National Conference for Community and Justice.
“As we learn about the impact of racial and ethnic
disparities on all Connecticut residents from experts and
the public over the next several months, I hope the panel
will greatly impact the lives of individuals, families,
communities and institutions, and the state of Connecticut
as a whole.”
The panel’s policy recommendations
will appear in a published reportin 2005.
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S T R I V I N G T O B E B E T T E R
People often talk in the abstract about CHF’s philosophy of
continuous improvement. But in reality, it’s based on a simple
question: “How can we do this better?”
Part of the answer is ongoing education — for the Foundation’s staff, board and grantees — from
reading the latest research to attending retreats and seminars. The other part is a commitment to
evaluation — monitoring the well-being of the organization and its partners, figuring out what
works and what doesn’t, and allowing for change.
Open for all to see, the Connecticut Health Foundation strives to be a model of philanthropy that
can make a difference — as a resource, catalyst and partner — so that all of Connecticut’s people
can pursue and enjoy optimum health, in body, mind and spirit.
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In 2003, CHF’s Board of Directors began approving multi-year, strategic grants,
providing 54 community groups, institutions and organizations — both local
and statewide — with nearly $9.1 million in funding, each ranging from $2,000
to $600,000. The grantees listed below represent CHF’s ongoing commitment
to learning, assessing, and developing systematic changes that will improve the
health of all Connecticut residents.
American Medical Association(Statewide)
African-Caribbean American Parents ofChildren with Disabilities [AFCAMP]
(Statewide)
African-Caribbean American Parents ofChildren with Disabilities [AFCAMP](Statewide)
Bridges – A Community Support System,Inc. (Milford and West Haven, Milford,
Bethany, Orange, Woodbridge, Amity and
the lower Naugatuck Valley)
Bridgeport Child Advocacy Coalition(Bridgeport)
Bridgeport Hospital Foundation Child
FIRST [Child & Family InteragencyResource, Support, and TrainingProgram] (Bridgeport)
Bridgeport Hospital Foundation ChildFIRST [Child & Family InteragencyResource, Support, and TrainingProgram] (Bridgeport)
Bridgeport ORBIT Oral HealthCollaborative (Bridgeport area)
To convene a panel of experts who will discuss patient-centered
communication as a way to reduce racial and ethnic health disparities.
While this project is national, the AMA will develop and field test
performance measures and tool kits in Connecticut.
To provide a planning grant to participate in a special two-day technical
assistance workshop in January 2003.
To provide technical assistance and support so that the Foundation’s
local collaborative grantees can effectively engage parents in the men-
tal health system and foster involvement in their local system of care.
To strengthen the capacity of the local systems of care by developing a
strategic plan. Once this plan is complete, Bridges may apply for future
implementation funds.
To work with the Board of Education Nutrition Center to adopt more
rigorous nutrition standards for school meal programs and with the
Physical Education Departments to adopt physical and health education
curricula designed to address childhood obesity.
Building Capacity grant to develop the ChildFIRST program’s long-term
sustainability by hiring a consultant and providing additional resources to improve clinical protocols.
A one-year continuation grant to develop an early childhood prevention/
intervention system of care through identification and assessment,
home-based inventions, and community education and referrals.
To continue working toward the five-year goal of doubling access to
and utilization of oral health services among HUSKY children in the
Greater Bridgeport area (the Children’s Fund of Connecticut contributed an
additional $20,000).
60,000
10,000
50,000
25,000
31,150
25,000
200,000
520,000 over
four years
2 0 0 3 G R A N T A WA R D S
G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
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22
G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
Capitol Region Conference of Churches,Inc. (Hartford area)
Capitol Region Council of Churches,Inc. (Hartford area)
Center for Children’s Advocacy, Inc.
(Hartford area)
Center for Children’s Advocacy, Inc.
(Hartford area)
Child Guidance Center of SouthernConnecticut (Stamford, New Canaan,
Darien, Stamford and Greenwich)
Christian Activities Council (Hartford)
Community Partners in Action (Hartford)
Community Health Resources (Windsor,
Enfield, Windsor, Manchester and Vernon)
Connecticut Academy of Pediatrics(Statewide)
Connecticut Association for UnitedSpanish Action, Inc. [CAUSA]
(Statewide)
Connecticut Center for EffectivePractice (Statewide)
Connecticut Food Bank (Fairfield,
Litchfield, Middlesex, New Haven,
New London and Windham counties)
Connecticut Food Share, Inc.
(Hartford and Tolland counties)
99,645
20,000
12,500
142,800 over
two years
355,000 over
three years
2,000
10,000
375,000
70,700
200,000 over
two years
500,000
over two years
30,000
15,000
To establish a health ministry network to reduce racial and ethnic
health disparities in the Greater Hartford region and strengthen the
capacity of local faith communities to improve the health of individuals
and families.
Building Capacity grant to increase pastor and clergy support of the
health ministry program though a Clergy Self Care and Renewal
Program and to provide educational materials to 10 churches on the
north side of Hartford.
To continue supporting the TeamChild program, which helps children
in the juvenile justice system receive appropriate mental health andspecial education services.
To enable the Center to continue protecting and promoting legal rights
of poor children. Under this two-year grant, the Center must develop a
sustainability plan by the end of the first year of funding.
To develop and implement a strategy for increasing parent involvement
and satisfaction with the system of care, and to enhance the cultural
competency of organizations that provide services to families who have
children with severe behavioral problems.
To support the Albany/Vine Street Task Force Block Party Initiative in
August of 2003.
To support the continuation of the Fitness Fun and CardiovascularHealth project at CPA’s Juvenile Detention Center in Hartford.
To develop and implement a strategy for increasing parent involvement
and satisfaction with the system of care, and to enhance the cultural
competency of organizations that provide services to families who have
children with severe behavioral problems.
To create an education campaign for pediatricians about proposed
changes to the state Medicaid program.
To continue increasing public awareness of the risks of diabetes among
Latinos in Connecticut.
To continue its work of identifying and promoting evidence-based
practices in the diagnosis and treatment of children with serious and
complex emotional/behavioral disorders. The Foundation helped create
and establish CCEP to enhance the capacity of the state’s Connecticut
Community KidCare initiative.
To support America’s Second Harvest network of nearly 200 food banks
and food rescue organizations in six of the state’s eight counties.
To distribute food to more than 270 local programs that feed hungry
people in Hartford and Tolland counties.
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Connecticut Health Policy Project
(Statewide)
Connecticut Legal Services(Statewide)
Connecticut Oral Health Initiative(Statewide)
Connecticut Primary Care Association
(Statewide)
Connecticut State Conference of theNAACP (National Organization for theAdvancement of Colored People)Branches (Statewide)
Connecticut Voices for Children
(Statewide)
Council on Foundations and
Grantmakers in Health (Nationwide)
Danbury Oral Health Collaborative(Danbury area)
Danbury Oral Health Collaborative
(Danbury area)
“Eliminating Health Disparities by2010: Tools, Skills and Networksfor Action” (Statewide)
End Hunger Connecticut, Inc.(Statewide)
Environment and Human Health, Inc.
(Statewide)
Families United for Children’s MentalHealth (Statewide)
63,250
10,000
180,000
over two years
300,000 over
two years
25,000
178,986
over three
years
12,650
600,000 over
four years
25,000
7,000
9,020
20,000
50,000
To track 5 to 10 families who lost HUSKY benefits over a one-year
period due to changes in eligibility requirements, and to present
findings to the community and policymakers.
To support litigation and advocacy for HUSKY adults who will not
receive oral health services due to state budget cuts.
To continue oral health policy education and advocacy throughout
Connecticut.
To provide technical assistance to increase the number of Federally
Qualified Health Centers (FQHCs) who sign contracts with privatedentists in order to expand dental health services among community
health center patients. Under this two-year grant, six contracts will be
signed between community health centers and private dentists.
To support the planning process surrounding a study that highlights the
health status of African-Americans in Connecticut.
To conduct an educational campaign that will increase public
understanding of the impact of state budget choices on children
and other vulnerable populations.
To provide organizational support to these national foundation
associations.
To continue working toward the five-year goal of doubling access to
and utilization of oral health services among HUSKY children in the
Greater Danbury area.
Building Capacity grant to expand the capacity for treating HUSKY
children by purchasing an additional portable dental unit and supplies,
and using dental hygiene students to help treat HUSKY children.
To provide scholarships for 20 Connecticut residents to attend the Third
New England Regional Conference in Boston on March 2-4, 2003.
To support a Fellow from the Congressional Hunger Center to work onchild nutrition needs in Connecticut.
To assess how nutrition and physical activity programs affect obesity
in school-aged children throughout the state and publish its report,
Understanding the Barriers to Good Nutrition and Reducing Obesity in
Connecticut Public Schools.
To provide technical assistance and support so that the Foundation’s
local collaborative grantees can effectively engage parents in the men-
tal health system and foster involvement in their local system of care.
G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
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FAVOR, Inc. (Statewide)
FAVOR, Inc. (Statewide)
Foundation for EducationalAdvancement (Statewide)
Griffin Health Services Corp.(Lower Naugatuck Valley area)
Hartford-East Hartford Oral HealthCollaborative (Hartford-East Hartford
areas)
Naugatuck Valley Community CollegeNursing Program (Statewide)
New Britain Oral Health Collaborative
(New Britain)
New Haven Family Alliance We WalkIn New Haven (New Haven)
New Haven Family Alliance We WalkIn New Haven (New Haven)
New Haven Oral Health Collaborative(New Haven area)
New Haven Oral Health Collaborative
(New Haven area)
Northeast Food Collaborative
(Windham county)
O.N.E./ C.H.A.N.E.(Hartford)
71,500
25,000
5,000
55,435
160,000
150,000 over
two years
160,000
10,000
350,000 over
two years
520,000 overfour years
25,000
5,000
7,000
To continue supporting its member organizations and other groups of
parents throughout the state whose children have severe mental and
behavioral disorders.
Building Capacity grant to modify and implement a national leadership
training curriculum for parents of children with special behavioral
health needs.
To provide scholarships to the May 8, 2003, conference, ”Unlocking
Learning Potential: Relentlessly Pursuing Closing the Achievement and
Health Disparities Gap for Connecticut’s Children.”
To develop and implement a model cultural competency policy to meet
the needs of its diverse patient population. The hospital plans to estab-
lish a community advisory group; conduct and analyze a needs assess-
ment; and develop a long-term strategy to improve medical services for
all of its patients.
To work toward the five-year goal of doubling access to and utilization
of oral health services among HUSKY children in the Greater Hartford
area during the second year of a five-year initiative (the Children’s Fund
of Connecticut contributed an additional $20,000).
To continue increasing the quality and quantity of a diverse health care
workforce by expanding the number of African-Americans and Latinos
eligible for admission into the NVCC’s nursing program to at least 28
students per year by 2005.
To work toward the five-year goal of doubling access to and utilization
of oral health services among HUSKY children in the Greater New
Britain area during the second year of a five-year initiative (the
Children’s Fund of Connecticut contributed an additional $20,000).
Building Capacity grant to increase physical activity levels in selected
New Haven neighborhoods by purchasing equipment that encourages
people to exercise indoors.
To continue reducing risk factors associated with chronic illnesses that
are disproportionately represented among partner populations.
To continue working toward the five-year goal of doubling access toand utilization of oral health services among HUSKY children in the
Greater New Haven area (the Children’s Fund of Connecticut con-
tributed an additional $20,000).
Building Capacity grant to increase collaboration and tracking through
an inter-organizational data collection system.
To support six food pantries in Windham County.
To support the “Zero Child Abuse Summit” in Hartford on Feb. 28, 2003,
to make child abuse prevention a community priority.
G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
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One Connecticut, Inc.
(Statewide)
Saint Francis Hospital and MedicalCenter, Dept. of Pediatrics
(Hartford)
Southeast Connecticut Oral HealthCollaborative (New London County)
Southeast Connecticut Oral HealthCollaborative (New London County)
Southeast Mental Health Systemof Care LEARN
(Old Lyme and New London County)
Southeast Mental Health Systemof Care LEARN
(Old Lyme and New London County)
Stamford Oral Health Collaborative(Stamford area)
Stamford Oral Health Collaborative
(Stamford area)
The Foundation for Mental Health(Statewide)
The Foundation for Mental Health(Statewide)
University of Connecticut
(Statewide)
University of ConnecticutHealth Center (Statewide)
University of ConnecticutHealth Center (Statewide)
10,000
150,000 over
two years
200,000
12,500
365,000 over
three years
15,000
600,000 over
four years
25,000
3,314
10,000
150,000 over
18 months
110,000 over
three years
319,125 over
three years
To support a strategic planning process mapping One Connecticut’s
work and capacity building over the next three years and to develop an
organizing and mobilization strategy.
To reduce racial and ethnic disparities among children suffering from
asthma, lead poisoning and other injuries.
To double access to and utilization of oral health services among HUSKY
children in New London County over five years; develop a formalized
care coordination program; increase care delivery by employing more
staff; and open a new dental chair.
Building Capacity grant to increase efficiency of care coordinators and
dental hygienists by enabling them to spend more time with clients and
to expand community awareness of school-based oral health programs.
To develop and implement a strategy for increasing parent involvement
and satisfaction with the system of care, and to enhance the cultural
competency of organizations that provide services to families who have
children with severe behavioral problems.
Building Capacity grant to increase knowledge and skills of local
collaborative members by sending them to the “National Conference on
Systems of Care” and expanding KidCare curriculum training by utilizing
KidCare trainees as facilitators.
To continue working toward the five-year goal of doubling access to and
utilization of oral health services among HUSKY children in the Greater
Stamford area.
Building Capacity grant to increase the collaborative’s data collection
and analysis capacity in order to more efficiently track HUSKY patients
at oral health facilities.
To support the FMH’s grassroots infrastructure through the purchase of
database development and donor tracking software.
To underwrite the part-time salary of the site coordinator for the We Can
Clubhouse in Manchester.
To determine the best methods of increasing the recruitment, retention,
and graduation rates of historically underrepresented minority students
in health care degree programs.
To increase the number of underrepresented minority students in
Connecticut pursuing an education in the health sciences.
To conduct a comprehensive cultural competence audit and assessment
of the Health Center through focus groups, interviews, and an analysis
of current policies, practices and procedures, with the purpose of
increasing the number of students and faculty from underrepresented
groups who are recruited and retained over this three-year grant.
G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
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G R A N T E E A M O U N T P R O G R A M D E S C R I P T I O N
Urban League of Greater Hartford(Hartford)
Waterbury Oral Health Collaborative
(Waterbury area)
Waterbury Oral Health Collaborative(Waterbury area)
Waterbury Youth Service System, Inc.(Waterbury)
Witness Project of Connecticut, Inc.
(Bridgeport)
Yale-Griffin Prevention Research Center
(Waterbury, New Haven, Hartford and
Bridgeport areas)
Yale-Griffin Prevention Research Center
(Waterbury, New Haven, Hartford and
Bridgeport areas)
Yale University School of Medicine,Dept. of Pediatrics (New Haven)
Yale University School of Medicine,Dept. of Pediatrics (New Haven)
TOTAL
10,000
160,000
12,500
375,000 over three years
100,000 over
two years
10,000
399,000 over
two years
15,000
220,774 over
two years
$9,050,804
To maintain and enhance a newly designed intake and tracking system.
To work toward the five-year goal of doubling access to and utilization
of oral health services among HUSKY children in the Greater Waterbury
area during the second year of a five-year initiative (the Children’s Fund
of Connecticut contributed an additional $20,000).
Building Capacity grant to expand capacity to collect and analyze data
across all collaborative organizations.
To develop a strategic plan for the Family Focus Partnership AdvisoryBoard (FFPAB) that will increase parent satisfaction with services
provided under KidCare, the state’s community-based, family-centered
and culturally competent mental health care delivery system.
To continue increasing breast/cervical cancer awareness, knowledge,
screening and early detection behaviors among African-American
women in medically underserved areas of Connecticut.
To help support the semi-annual newsletter, Speaking of Health , and
print an additional 40,000 copies of the October 2003 issue.
To continue supporting the PREDICT program, which develops policies,
programs and practices that reduce diabetes-related health disparities
among African-Americans living in New Haven and Hartford.
Building Capacity grant to integrate lessons learned into the Adopt-a-
Doc program by making improvements to the curriculum of those
pediatric residents who participate in the program to improve
outcomes and effectiveness.
To continue funding the Adopt-a-Doc Program, which provides
pediatric residents with the knowledge, skills, and expertise to address
ethnic and cultural disparities in the health and development of
children.
CHF offers several types of grants, primarily in the areas of oral health, children’s mental
health, and racial and ethnic health disparities. For detailed information on the grant applica-
tion guidelines and grantmaking process, please visit our website — www.cthealth.org.
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Revenues and Gains
Interest & dividend income from investments
Net realized investment gains
Net unrealized investment gains
Total revenues and gains
Expenses and Losses
Grants & program related expenses
General & administrative expenses
Investment expenses
Net realized investment gains (losses)
Net unrealized investment gains (losses)
Total expenses and losses
Change in unrestricted & total net assets
Net assets, beginning of year
Net assets at end of year
2003
3,343,287
249,379
16,627,157
20,219,823
10,102,181*
493,895
525,991
11,122,067
9,097,756
116,564,057
$125,661,813
*Reflects first-time recog-
nition of multi-year grants.
Our auditors have rendered
an unqualified opinion on
our financial statements.
Copies of our audited
financial statements may
be obtained by contacting
Foundation staff or by visiting our website at
www.cthealth.org.
STATEMENTS OF ACTIVITIES
Assets
Cash & cash equivalents
Dividends & interest receivable
Security deposits
Prepaid expenses
Marketable securities
Escrow deposits
Investment in ConnectiCare Holding Co., Inc.
Fixed assets, net of accumulated depreciation
Total assets
Liabilities and Net Assets
Liabilities
Accounts payable & accrued liabilities
Grants payable
Total liabilities
Net assets - unrestricted
Total liabilities and net assets
2002
1,831,398
24,154
1,676
9,643
107,726,087
1,500,000
7,500,000
58,491
$118,651,449
180,729
1,906,663
2,087,392
116,564,057
$118,651,449
2002
3,903,730
3,903,730
3,684,121
471,770
466,224
4,381,188
6,865,431
15,868,734
(11,965,004)
128,529,061
$116,564,057
STATEMENTS OF FINANCIAL POSITION
2003
4,656,895
39,108
1,676
45,866
127,740,656
41,381
$132,525,582
453,124
6,410,645
6,863,769
125,661,813
$132,525,582
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28
Writing: Don Heym
Design: E.K. Weymouth De
Photography: ©2004 galezucker/www.gzucker
Conference photos: Edwina Steve
Researcher: Rhea Hirsh
Printing: Hitchcock Prin
T H E C O N N E C T I C U T
H E A L T H F O U N D A T I O N
STAFF
Patricia Baker
President & CEO
Bill Crimi
Director of Program
Monette Goodrich
Director of Communications & Public Affairs
Roslyn Hamilton
Program Officer
Nancy Nolan
Grants/Office Manager
Carol Pollack
Director of Finance & Operations
Jennifer Pomales
Program Associate
Eliz ValentinAdministrative Assistant
OFFICERS
Leo Canty, Chair
Susan Addiss, Vice Chair
Corine T. Norgaard, Treasurer
Michael Williams, Secretary
BOARD OF DIRECTORS
Jean Adnopoz
Raymond Andrews, Jr.
W. Renata Dixon
Arthur Evans, Ph.D.
Laura Green
Katherine Ill, M.D.
Peter Libassi
Maximino Medina, Jr.
Henry Parker
Jean Rexford
Arthur Sperling, D.M.D.
Lynelle Thomas, M.D.
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The Connecticut Health Foundation (CHF) will be moving to a new location with the
Community Foundation of Greater New Britain, Inc. We look forward to moving to our
new address — 74 Vine Street, Suite 200, New Britain, CT 06052 — by September 2004.
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270 Farmington Avenue, Suite 357Farmington, Connecticut 06032
phone 860.409.7773fax 860.409.7763
www.cthealth.org
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