Similar to several other states at the time period, Minnesota found out itself encountering numerous significant strategic public health challenges in the mid- and late-2000s, including quickly mounting health care costs and residents' elevating vulnerability to the chronic diseases evolving from unhealthy attitude such as smoking and elevating obesity rates.
Compounding these challenges, in 2008 a major economic downturn took hold across the nation, prompting states to target health and human services plans for budget cuts that were extensive. In Minnesota, even as the downturn began to subside, analyses of the state budget signaled that it needed new strategies for slowing the growth rate of health care spending; and in response the state legislature passed a leading health reform law that, among other things, aimed to reduce costs.
A vital component of the law was the establishment of the Statewide Health Improvement Program (SHIP), which sought to reduce smoking and obesity rates - two of the key drivers of a number of chronic diseases and, hence, of higher long-term health costs for the state. In launching and designing SHIP, state health officials decided to focus on creating a close partnership with the private sector. This, they believed, would empower them to join government's wide ranging authorities and subject matter expertise in public health together with the broad reach of the private sector and its advanced marketing and communication practices and resources. This case tells the story of how leaders of the SHIP initiative worked with companies and corporate executives in an effort to get as far-reaching an impact as possible. It highlights the common advantages of a public-private partnership while also illustrating challenges as they worked to develop and execute the program, the two sides ran into. HKS Case Number 2004.0.
PUBLICATION DATE: August 26, 2014 PRODUCT #: HKS774-HCB-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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