THRIVE Impact Report by MiHIA Communications

HEALTHY PEOPLE. VIBRANT COMMUNITIES.

MICHIGAN HEALTH IMPROVEMENT ALLIANCE

IMPACT REPORT

There is a powerful and inseparable linkage between economic success and health. Healthy people make for vibrant communities.

CONTENTS

Message from the CEO

Our Mission, Vision and Role

About THRIVE

THRIVE's Strategic Focus Areas

THRIVE's Impact Since Launch

Covid-19: Community Collaboration

Results + Progress on the THRIVE Portfolio

THRIVE Scorecard Launch

Funding + Financing

Staff

Board of Directors

Connect with us

2022 | THRIVE IMPACT REPORT

A MESSAGE FROM THE CEO The global pandemic we’ve endured over the past two years has taught us much and brought significant issues and needs to the forefront. Health, wellness and economic prosperity across the country and throughout Michigan — including right here in the Great Lakes Bay Region — have been tested and pushed to the limits.

I've spent the first few months in my new position learning as much as I can by reaching out to and engaging with a diverse group of stakeholders. I've listened and asked questions to best understand the needs of the communities we serve, and I'll always make this kind of engagement one of my goals.

For 15 years, however, the Michigan Health Improvement Alliance has been positively impacting health and economic sustainability in the Great Lakes Bay Region. Most recently, this has been driven through the THRIVE framework: Transforming Health Regionally in a Vibrant Economy.

Know this: The entire MiHIA team and I are committed to rallying partners, stakeholders and funders to expedite our collective efforts around a shared vision, key priorities and measurable goals. At the same time, we also recognize and value the unique needs of our various communities and will facilitate opportunities to learn from and help each other.

THRIVE is a transformational effort to positively shift health and economic success by focusing on five strategic priorities: building provider capacity, increasing access to preventative care, investing in social determinants of health, creating jobs and developing an attractiveness engine that continually improves the region by drawing residents, employees and businesses. We are paving the way for healthy people and a vibrant community, and I’m inspired by the progress we’ve made thus far.

This report will take you on a journey through the first few years of THRIVE, showcasing impact and outcomes to date. We should celebrate these successes. At the same time, we must rededicate ourselves to the important work that lies in front of us. I look forward to bringing stability to the organization, to attracting new and expanded funding for our collective efforts, and to collaborating with each of you.

I believe the challenges we’ve faced over the past couple of years have emphasized the critical need to focus on our strategic priorities and accelerate those initiatives that will generate the greatest outcomes. We are uniquely positioned — by working together — to drive not just incremental gains, but to fuel truly transformational change in the Great Lakes Bay Region. While my journey with MiHIA started just a few short months ago, I'm thrilled to have joined a team determined to create positive community impact for decades to come. 01

As you read further about the details and impact of this work, please know the important role you play, whether that is as a partner, a funder or a community member, in advancing the region toward a healthier, more vibrant future. We are stronger together. With health, vibrancy and gratitude,

Heidi L. Tracy

CEO, Michigan Health Improvement Alliance 2022 | THRIVE IMPACT REPORT

There is a powerful and inseparable linkage between economic success and health. Healthy people make for vibrant communities.

OUR MISSION Our mission is to improve the health of people within our region through effective use of information and collaboration to establish our region as a community of health excellence through collective impact. We execute that mission through THRIVE, taking a region-wide collaborative approach to population health, well-being and community advancement for all.

OUR VISION HEALTHY PEOPLE. VIBRANT COMMUNITIES. Quite often in communities, different groups and organizations are working in isolation on important issues. Through collective impact, our vision is to change that by bringing people together, in a structured way, to achieve social change. The idea is that by coming together and working with a common agenda, organizations within a community can address issues, define solutions and create a prosperous future more effectively together than any one organization could do alone.

OUR ROLE The magnitude of challenges demands engagement of all forces and a regional perspective. As a 14-county multi-stakeholder community collaborative, the Michigan Health Improvement Alliance plays a unique role in outlining shared prevention goals, identifying evidence-based interventions, coordinating funding streams, and acting as a convener of regional stakeholders. By creating innovative partnerships between primary care, community-based organizations, employers, local philanthropic foundations, and other partners, we can better address obstacles to healthy living.

There is a powerful and inseparable linkage between economic success and health. Healthy people make for vibrant communities.

Transforming Health Regionally in a Vibrant Economy There is a powerful and inseparable linkage between economic success and health. Healthy people make for vibrant economies. The Michigan Health Improvement Alliance (MiHIA), Inc., founded in 2007, is a 501(c)3 working toward achieving sustainable system change and improved health outcomes of people within a 14-county region in central Michigan. Focused on improving health within our region through a comprehensive focus on sustainable systems change, MiHIA serves as a catalyst in advancing the health ecosystem, accelerating competitive advantage, fostering long-term sustainability, and enhancing the efforts of its valued partners. It also functions as a conduit between organizations, grantmakers, philanthropists and businesses as it drives not just incremental progress, but transformational improvement. This is accomplished through the THRIVE framework — Transforming Health Regionally in a Vibrant Economy. This unprecedented effort was launched in 2017 and today is fully coordinated by MiHIA. Its five priority areas are: Provider capacity Preventive care, mental health and well-being Social determinants of health Job creation Attractiveness engine Vibrant communities are composed of healthy, productive residents who are essential for a robust economy. THRIVE focuses on a balanced portfolio of evidence-based interventions designed to deliver improved population health and long-term system change at scale.

2022 | THRIVE IMPACT REPORT

OUR FOCUS STRATEGIC PRIORITY AREAS ATTRACTIVENESS ENGINE BUILDING PROVIDER CAPACITY INVESTING IN SOCIAL DETERMINANTS OF HEALTH

COMMUNITY OUTCOMES: HEALTH + ECONOMIC IMPACT FOR ALL

JOB CREATION PREVENTIVE CARE, MENTAL HEALTH AND WELL-BEING

IMPLEMENTATION ACROSS FOUR PHASES PHASE 1

PHASE 2

2019

MID-2020

Attract New Industries Health Education Hub Patient Safety Infant / Maternal Health Reduce Mental Health Gaps Regional Opioid Strategy

Preparing Youth for STEM Careers Access + Quality of Food

PHASE 3

PHASE 4

Implementation to begin soon

Implementation to begin post-2023

Financial Stability

SYSTEMS CHANGE AS A MODEL FOR PROGRESS “If you look very closely, at just one wire in the cage, you cannot see the other wires. It’s only when you step back, stop looking at the wires one by one, microscopically, and take a macroscopic view of the whole cage, that you can see why the bird does not go anywhere. The bird is surrounded by a network of systemically-related barriers, no one of which would be the least hindrance to its flight, but which, by their relations to each other, are as confirming as the solid walls of a dungeon.” - MARILYN FRYE 2022 | THRIVE IMPACT REPORT

2017

Stakeholder + Community Perspectives / Strategy Setting: 80+ regional stakeholders were involved in advising approaches to health and economic improvement, values, opportunities and challenges. A comprehensive health ecosystem map was developed to illustrate leverage points for simultaneous health and economic improvements. covering five priority areas, possible interventions and deployment of resources to achieve different outcomes.

2018

Establishing Metrics: Working teams were directed to set evidence-based metrics and focus on one of the five strategic areas in order to submit final portfolio recommendations.

2018

Intervention Selection + Modeling: Interventions in the THRIVE Portfolio were reviewed against criteria to ensure strategy alignment, implementation feasibility and cost effectiveness. The complete THRIVE Portfolio was put through a simulation model in order to project impact and expected outcomes on numerous metrics over a twenty-year horizon.

2018

Steering Team Transition: The Launch Team evolved to the Steering Team and the THRIVE Portfolio was finalized as a cohesive, community-aligned and connected plan.

2019

Implementation for Impact: Phase 1 of the THRIVE Portfolio launches with focus on eight initial interventions. Read more about Phase 1 interventions here.

2020

Regional COVID-19 Support: MiHIA and THRIVE resources pivoted in a time of need, devising solutions, aligning efforts and allocating vital resources for numerous stakeholders in the region due to the COVID-19 pandemic. The organization was responsible for coordinating the resources and flow for critical items for our local hospital systems including face shields, sanitizer, and the development of supply hubs.

2020

Activation of Phase 2 Interventions + All of Us Event: In mid-2020 and as the initial support and coordination for local pandemic support was winding down, the organization officially activated Phase 2 interventions within the THRIVE Portfolio. We also hosted U.S. Surgeon General Vice Admiral Jerome M. Adams, M.D., M.P.H., for a keynote session as part of a multi-sector regional panel discussing his national platform, Community Health and Economic Prosperity.

2021

Capacity Building: In 2021, the organization added additional capacity for Maternal and Child Health; launched additional data monitoring and metrics with the THRIVE Scorecard; diversified THRIVE's funding and financing streams; and deepened and strengthened partnerships within the community and across the state and nation.

2022

Examination of Phase 3 Interventions: In 2022, the organization is working to achieve scale and sustainability of the work, furthering relationships with stakeholders, and it is actively managing the portfolio for efficiency and effectiveness.

2023+

Launch of Phase 3: We expect to launch THRIVE's Phase 3 interventions in 2023 and continue to progress the impact of the THRIVE Portfolio, with full implementation to follow.

ACT

PLAN

THRIVE: OUR IMPACT SINCE LAUNCH

COMMUNITY SUPPORT COVID-19 SUPPORT IN THE GREAT LAKES BAY REGION When COVID-19 hit, the Michigan Health Improvement Alliance and several other area partners acted with urgency to provide critical supplies and support throughout the Great Lakes Bay Region. In addition, amid the early months of the pandemic, our region endured catastrophic flooding that left many without their homes, food, power, etc. During this time we joined with many organizations who banded together to help communities and residents. Ascension St. Mary's | Bay Area Community Foundation | Central Michigan University | Covenant HealthCare |

PARTNERS

30,000 masks distributed to citizens / nonessential workers in the region

2022 | THRIVE IMPACT REPORT

Thousands of PPE and testing supplies manufactured and distributed to essential workers in the region

400 gallons of sanitizer produced weekly for the front line

Established several distribution centers for supplies

IMPACT HIGHLIGHTS Thousands of PPE materials, supplies manufactured and distributed Local production / distribution of 400+ gallons of sanitizer per week for frontline

COVID-19 Support

Patient Safety

THRIVE PORTFOLIO

20+ regional partners and five health systems; education forums Direct benefit for more than 150,000 residents 65+ in the region

Plans to advance work with the Local Initiatives Support Corporation Region is a prospect community for Bitwise Industries, 50+ stakeholders engaged

Financial Stability

Food as Medicine

Regional pilot using gut microbiome data for diabetes management 78% reduction of medication; $430k/year savings per 100 users

700 people covered for mental health services under regional pilot program Anti-Stigma Campaign reaching 50,000+ people by the end of 2021

Mental Health

176 participants and 17 partner organizations Average weight loss of 5 lbs; average BMI decreased by 1.1 Diabetes Prevention

280 people served in 2021 by Quick Response Team for assistance after overdose 260 in alternative pain management pilot with regional FQHC serving 70,000

Opioid Strategy

Maternal/Child

CenteringPregnancy served 320+ families All around positive metrics, especially for low-income families

Chief Science Officers: 174 students/30 schools reaching 70,000+ students 80+ entities helped underserved youth Access and Equity Mini-grant Program

STEM

Child Care

Health Professional Education

Designated by the Early Childhood Investment Corporation (ECIC) as a participant in their Promising Ideas Incubator

Regional development of two comprehensive population health curriculum modules Discussions for health education hub in process; model would deliver broad benefits

Site visits, tours, conference activity resuming within region Ongoing RFP discussions/projects, with regular communication Industries + Markets

2022 | THRIVE IMPACT REPORT

OUR IMPACT ATTRACTIVENESS ENGINE PATIENT SAFETY Medication Safety Older adults generally have the greatest use of medications and often suffer from adverse consequences due to the use of multiple medications, changes in body physiology and long-term use. By changing prescribing and monitoring practices, the potential exists to protect thousands of older people in our region.

Impact: Engaged 20+ regional organizations, including five health systems, the Michigan State Medical Society and Michigan Pharmacy Association to develop patient forums and an online resource center and to advocate for involvement of pharmacists on patient care teams. Direct benefit for 152,034 individuals aged 65+, of whom 66,833 (44%) have documented polypharmacy and 39,159 (26%) are currently taking high-risk medications. People of all ages will benefit from the system changes made in medication safety. With the help of the major hospital systems in the Great Lakes Bay Region, THRIVE began reporting annual patient safety data in 2021 (2019 data), with a target of achieving Zero Harm by 2025. Investment Profile: This work began in 2020 with a planning grant from the Michigan Health Endowment Fund. The current phase includes an additional round of implementation grant funding to provide education materials for patients, families and caregivers; advocating for the role of pharmacists in the patient’s primary care team; and forming outreach and partnerships with several local senior networks and organizations among other efforts.

BUILDING PROVIDER CAPACITY

DEVELOP A REGIONAL HEALTH EDUCATIONAL HUB

A shortage of healthcare providers is severely impacting our country, state and region. A regional health education hub inclusive of all health systems and universities, including Central Michigan University’s Medical Education Partners and the CMU College of Medicine, will leverage the collective knowledge in the region to deliver efficient care, foster a shared learning environment, provide for basic public health needs and build a pipeline to address the healthcare provider shortages. Through education and interdisciplinary research, along with a commitment to a holistic approach to patient care, a regional health education hub will be a catalyst for transformational change and a model for quality healthcare delivery, enhancing our regional training programs and overall population health. Two comprehensive population health education modules have been completed and are ready for use. Current discussions are underway to design a path forward.

Impact: A health education hub will help to address the overall healthcare provider shortage by: ·Streamlining components of a baseline education among health disciplines. ·Building on current education and healthcare development efforts. Extending provider capacity into aspects such as research, prevention and overall improved care delivery. Investment Profile: Funding for this effort would come from multiple funding steams, sources and stakeholders in the region.

INVESTING IN SOCIAL DETERMINANTS OF HEALTH REGIONAL OPIOID STRATEGY

Michigan ranks 12th in the nation for opioid overdose deaths and opioid use impacts all genders, age groups and socio-economic statuses. Through THRIVE, a coordinated approach to treatment is being developed, utilizing the existing regional strategy map of services, interventions, initiatives and actions. Impact: Development of an Overdose Quick Response Team, which served 280 people in 2021; 25+ providers trained in Medication Assisted Treatment. Alternative Pain Management program piloted by 260 people at Great Lakes Bay Health Centers (FQHC serving over 70,000 people); development of a regional non-opioid, non-pharmaceutical pain therapy service providers directory. Regional partners created a strategy map, catalogued current activities and coordinated clinical and alternative pain management practices. Investment Profile: The Overdose Quick Response Team is supported by a grant with the Michigan Department of Health and Human Services in partnership with the Michigan Overdose Data to Action Team. The Michigan State Medical Society sponsors the non-opioid, non-pharmaceutical directory. 2022 | THRIVE IMPACT REPORT

INVESTING IN SOCIAL DETERMINANTS OF HEALTH ACCESS AND QUALITY OF FOOD Food as Medicine with DayTwo This effort uses food as medicine by way of microbiome analytics through a partnership with the San Francisco-based company DayTwo. Impact: A · n initial pilot included Covenant HealthCare, the Morley Foundation, Ascension St. Mary's, MyMichigan Health and Central Michigan University. M · ore than 110 participants participated in the regional pilot in Michigan and had a 78 percent reduction or elimination of medications. Savings from the reduction of medication for per 100 enrolled is estimated to be $430,000/annually. ·A Medicaid pilot also is underway and the model can be expanded to include other organizations and groups in the future. Investment Profile: A no-cost pilot was provided to all participants as part of DayTwo's launch efforts and organizations could then opt in for additional rounds of coverage and analysis beyond the initial pilot efforts.

Diabetes Prevention Program (DPP) This initiative covers 176 people who are registered for a Virtual Diabetes Prevention Program through Canary Health. THRIVE collaborated with 17 partner organizations who helped refer individuals for the pilot, which involved adopting and maintaining healthy lifestyles by eating healthier, increasing physical activity, and losing a modest amount of weight. Impact: The average retention rate through the major milestones of the program was 62 percent; overall retention rate of 43 percent. Participants experienced an average weight loss of five pounds with an average decrease in their Body Mass Index (BMI) of 1.1. Investment Profile: This work is funded through support from both the Health and Well-being Fund and a grant from the U.S. Centers for Disease Control and Prevention through the Michigan Department of Health and Human Services.

STRATEGIC ACTIONS TO ADDRESS FINANCIAL STABILITY VITA Tax Training and Preparation The Volunteer Income Tax Assistance (VITA) grant program is an Internal Revenue Service initiative designed to support free tax preparation service for the underserved through various partner organizations. This service helps low- to moderateincome individuals, persons with disabilities, the elderly, and limited English speakers file their taxes each year. Impact: A VITA two-day training course was held for approximately 50 people from Bay, Saginaw and Midland Counties. These newly certified VITA tax professionals will now complete tax preparation for and provide financial support to several low-income community members each year. Investment Profile: More than 20 different organizations are engaged in this work through multiple funding streams.

Local Initiatives Support Corporation MiHIA is collaborating with the Local Initiatives Support Corporation (LISC), one of the largest Community Development Financial Institutions (CDFI) in the country, and has recently signed a three-year agreement to provide one-time funding to support the work of a LISC employee to be embedded in the region and work directly with local organizations. Impact: As a result of this agreement, LISC will invest at least $3 million and collaborate with THRIVE to find other investors for projects within the region. To date, THRIVE has submitted American Rescue Plan Act proposals to both the city of Saginaw and Saginaw County on behalf of LISC to fund two programs for home repair and to fund Financial Opportunity Centers. Investment Profile: Funding for this effort would come from multiple funding steams, sources and stakeholders in the region.

Bitwise Industries Discussions are underway to introduce the city of Saginaw to the Bitwise ecosystem, including workforce development programs, enterprise tech consulting and real estate. The Bitwise model creates an ecosystem that is an economic driver within cities and increases retention of talent to the area. Impact: THRIVE has engaged 50+ stakeholders in ongoing discussions with Bitwise Industries. If selected, Bitwise would bring the knowledge and capacity to train low income and at-risk populations with in-demand technical skills. Investment Profile: Funding for this effort would come from multiple funding steams, sources and stakeholders in the region. 09

2022 | THRIVE IMPACT REPORT

JOB CREATION ATTRACT NEW INDUSTRIES / MARKETS + BUILD STRONGER FOUNDATIONS TO SUPPORT BUSINESSES Cultivating, attracting and developing industry and entrepreneurship in the Great Lakes Bay Region is essential for growth. The Great Lakes Bay Regional Alliance, along with all economic development organizations and chambers of commerce, work to actively promotes regional assets, such as available properties for development, access to farmland, transportation, affordable fresh water, proximity to major metro areas like Detroit, Chicago and Toronto, a dynamic quality of life, and the region's favorable tax structure. These efforts are designed to attract new industries and markets for setup, relocation or growth within the region and to reverse the out-migration of our population, particularly among young workers. Impact: ·Site visits, economic development conferences and work with national and international site selectors has resumed with lessened COVID-19 travel restrictions. The GLBRA and all economic development partners in the region maintain regular contact and coordinated and complementary travel schedules around events that support development and advancement in the Great Lakes Bay Region. Multiple RFPs are in the development and more information will be available when and if agreements progress toward fruition. Investment Profile: A number of regional partners work in this space, including the Great Lakes Bay Regional Alliance, all of the chambers of commerce and economic development corporations throughout the region, and talent development organizations such as Michigan Works!. Their collective efforts are significant and represent millions of dollars annually in support of bettering the region.

ADDRESS EDUCATION CHALLENGES AND PREPARE YOUTH FOR STEM CAREERS The Great Lakes Bay Region STEM Ecosystem is home to one of 100 STEM Ecosystems around the globe. With more than 500 local partners, the effort spans broadly to a robust employer talent pipeline, an out-of-school time network and dynamic career and college readiness programs. You can read more about the Great Lakes Bay STEM Ecosystem here. Impact: The Great Lakes Bay STEM Ecosystem has made extensive strides in building the future workforce including: 174 students from 30 schools participated in a Chief Science Officer Leadership training program and impacted more than 70,000 students by implementing action plan activities in their home districts through 2021. Over 70,000 students have gained access to experience out-of-school time STEM activities through the Great Lakes Bay Region STEM Passport, which is now in its fourth generation as an app. Over 8,000 students had interactions with 90 employers, and over 170 career opportunities at the inaugural Middle Michigan MiCareerQuest event held at Saginaw Valley State University. Investment Profile: The Great Lakes Bay Region STEM Ecosystem is funded and supported by more than 500 partners, including industry and nonprofits, as well as through philanthropic giving.

ADDRESS CHILD CARE CONSTRAINTS AS A BARRIER TO WORKFORCE PARTICIPATION THRIVE is serving as a fiscal agent in the creation of a pilot program for addressing the child care shortage crisis in our region. This program is another example of our work with Community Development Financial Institutions to leverage federal funds coming to our communities and how they can be used to address structural barriers to getting people active in the workforce. Impact: As part of this effort, THRIVE was just designated by the Early Childhood Investment Corporation (ECIC) as a participant in its Promising Ideas Incubator to catalyze ideas about child care solutions in Michigan. T · he Early Childhood Investment Corporation launched a Child Care Innovation Fund and participation in this incubator demonstrates we (along with several partners) are collectively serving as a catalyst and conduit for transformational change. Investment Profile: This work is funded by a combination of American Rescue Plan Act funding that will be stacked with impact investments and potentially philanthropic dollars.

2022 | THRIVE IMPACT REPORT

PREVENTIVE CARE, MENTAL HEALTH AND WELL-BEING PRENATAL, INFANT AND MATERNAL HEALTH CenteringPregnancy Driven by the nurse-to-family relationship model, THRIVE focuses on addressing gaps and needs in our communities for health inequities, prenatal substance use, early intervention through screening and referral and adequate prenatal care. Impact: To date, 324 mothers and babies have completed the CenteringPregnancy Program, a national peer-focused model with CMU Health and Covenant HealthCare. The core focus of this program is on low-income mothers and families, of which 48 percent are Black, 39 percent are Caucasian and 13 percent are other ethnicities. The program has had tremendous results, with increased breastfeeding rates, a reduction in tobacco usage, a reduction in NICU stays, a reduction in deliveries via C-section, and higher reported rates of postpartum depression (patients encouraged to report and seek help). Investment Profile: This work is funded by a combination of grants and community sponsorships involving many partners.

Count the Kicks Count the Kicks is an evidence-based stillbirth prevention public health campaign focused on educating and empowering expectant parents about the importance of tracking fetal movement in the third trimester of pregnancy. THRIVE is launching this effort throughout the region in May 2022 and this will be the first Count the Kicks program in the state of Michigan. Impact: Nationally, 23,500 babies are born still each year and Michigan’s average is 622 stillbirths annually. Research has shown that parents who utilize the Count the Kicks app experience a 32 percent reduction in stillbirths. In addition to reducing stillbirths, 84 percent of app users who count daily report that this method helped with bonding during pregnancy and 77 percent reported that this method helps reduce anxiety. Investment Profile: This work is funded in partnership with Covenant HealthCare.

REDUCE MENTAL HEALTH GAPS FOR STIGMA, INFORMATION ACCESS AND QUALITY OF CARE An extensive amount of work has been done by the Great Lakes Bay Region Mental Health Partnership to support mental health in the region. This includes addressing gaps to access, care, information and stigma across a number of efforts covering: workplace mental health; mental health provider community and well-being; an anti-stigma campaign; and suicide prevention efforts. Impact: The region gained 164 mental health providers from 2018 to 2020 to address provider shortage, with gains seen across four counties and all provider types. A workplace provider pilot was done covering 700 local workers and their families, with the model now being rolled out throughout the region. The iMatter Anti-Stigma Campaign launched in October of 2021, gaining more than 50,000 impressions in the first two months. Mental health resources are now available to support mental health provider wellness on mihopeportal.com. Investment Profile: The Great Lakes Bay Region Mental Health Partnership is funded and supported by many regional, state and national partners, including industry and nonprofits, as well as through philanthropic giving.

2022 | THRIVE IMPACT REPORT

SCORECARD LAUNCH THRIVE SCORECARD LAUNCH ON MIHIA DASHBOARD 4.0 The MiHIA Dashboard 4.0 analysis tool helps people in the 14 counties and beyond in making healthy decisions quickly, monitor the region's performance and encourages information sharing. The THRIVE Scorecard, launched in 2021, is the newest component of the dashboard and highlights approximately 40 health and economic measures for the Great Lakes Bay Region, as well as data for each individual county. The scorecard also highlights important data from the U.S. News and World Report Healthiest Communities Score, a best practice for communities in tracking wellness outcomes.

The vision of THRIVE is to see a thriving region with transformed healthcare, exceptional community well-being and a vibrant economy. The Scorecard Report serves to set a baseline for our work in the region, including data specific to each of the 14 counties in the MiHIA region.

The perspective we gain through visual data representation can reveal insights for research, planning and disease management. Maps can also highlight geographic disparities, show trends and point community members to resources.

Health equity implies that ideally everyone would have the same opportunity to reach their full health potential and that no one would be disadvantaged in any way while trying to achieve their entire potential. There are also several tutorials on the site to orient users how to gain insight and read this information.

2022 | THRIVE IMPACT REPORT

OUR FUNDING From a funding base of $1.3 million in corporate contributions and affiliate organizations, we've acquired an additional $3.2 million in financing to date from grants to support the ongoing work of THRIVE. We are actively pursuing additional funding models with investment partners including Avivar Capital, among others.

When work is not directly supported by a specific grant, we work with community stakeholders to support community progress through the THRIVE Health and Wellbeing Fund. This fund has a focused investment strategy in proven models with a track record of supporting both health and community-improvement outcomes at scale. We engage funding from government, philanthropy and private donations to advance outcomes for children, families and seniors to advance our goal of Healthy People. Vibrant Communities.

$3.2M

$1.3M

Affiliate organizations + corporate contributions

$248K 13

Grants

Total 2018-2021 Funding: $4.75M

Much of our work is supported by grant funding from various local partners and national and statewide organizations like the U.S. Centers for Disease Control and Prevention and the Michigan Health Endowment Fund.

Dashboard + Data Funding 2022 | THRIVE IMPACT REPORT

STAFF

Andrea Foster

Mark Kato

Chief of Staff and Director Chief Operating Officer for Program Development, and Executive Director Opioid Response for Health Impact and Strategic Partnerships

Heidi L. Tracy

Dr. Catherine Baase

CEO, MiHIA

MiHIA Board Chair

Kristen McDonald Rivet Chief Strategic Advisor

Daryn Papenfuse

Jameca

Dashboard Manager

Patrick-Singleton Executive Director, Community Impact and Strategic Partnerships

Dallas Rau

Dr. Matthew Samocki

Dr. Sasha Savage

Courtney Soule

Tina Swanton

Director for Program Development, Community Impact and Partnership Engagement

THRIVE Portfolio Director

Chief Health Officer

Director of Communications

Director for Program Development, Community Impact

2022 | THRIVE IMPACT REPORT

BOARD OF DIRECTORS

The Michigan Health Improvement Alliance Board of Directors is made up of a dynamic group of leaders from all across the region with extensive combined experience in various health, healthcare and community development realms. We are proud to say that the board is diverse and made up of thought leaders from every major community that we serve, and includes representatives from the nonprofit, faith-based, social services, public health, mental health, civic leaders, higher education, business, healthcare and regional development communities. Their collective expertise informs, guides and aides tremendously in our work.

2022 MIHIA BOARD OF DIRECTORS Kevin Albosta | Vice President and CFO, Covenant HealthCare Dr. Catherine Baase | MiHIA Board Chair David Brown | Vice President, Commercial Lender, Isabella Bank Frank Cloutier | District Three Representative, Saginaw Chippewa Indian Tribe Hurley Coleman | Executive Director, Saginaw Community Action Committee Dr. Brenda Coughlin | President and CEO, Great Lakes Bay Health Centers Dr. Christina Dillard | Supervisor, Buena Vista Charter Township Dr. Marcia Mastracci Ditmyer | Dean, College of Health and Human Services, Saginaw Valley State University Maureen Donker | Mayor, City of Midland / Executive Director, Reece Endeavor Erin Emerson | Director, Office of Strategic Partnerships / Medicaid Administrative Services, MDHHS Mary Greeley | President, MidMichigan Health Network Wayne Hofmann | Infrastructure Finance Director, Wade Trim Kimberly Horne | Service Portfolio Leader, Dow / Church Administrator and Trustee Board President, Nations Church Dr. George Kikano | Vice President of Health Affairs and Dean, College of Medicine, Central Michigan University Sharon Leahman-Case | Vice President, Operations, Northern Campuses Ascension St. Mary's of Michigan and St. Joseph's Sandra Lindsey | CEO, Saginaw County Community Mental Health Authority Dr. Madura Mansabdar | Chief Clinical Integration Medical Officer, MyMichigan Health Ryan Marra | North American Benefits Leader, Dow Dr. Thomas Masterson | Dean, Herbert H. and Grace A. Dow College of Health Professions, Central Michigan University Dr. Augustine Osagie | Senior Director, Clinical Solutions / Medical Director, Aetna Monica Reyes | Director, Great Lakes Bay Hispanic Leadership Institute Dr. Gregg Stefanek | Family Physician and Medical Director, QuadMed Joel Strasz | Health Officer, Bay County Health Department Ellen Talbott | President and CEO, McLaren Bay Special Care Rev. Craig Tatum | Pastor, New Life Missionary Baptist Church Rev. Andreas Teich | Pastor, Messiah Lutheran Church Heidi L. Tracy | CEO, MiHIA Dr. Thomas Veverka | President, Michigan State Medical Society Beverlee Wenzel | President and CEO, The ROCK Center for Youth Development

2022 | THRIVE IMPACT REPORT

LET'S CONNECT Advancing healthy and vibrant communities, together.