The vision
Build the city, and the city builds the plan
Most health systems extract from their community and watch their own employees commute in from elsewhere. We do the opposite: we invest in Redlands as a place to live, anchor our workforce here, and turn employees, their families, and the people they serve into the enrolled, engaged core of the plan. Under risk, a thriving, healthy city is our best financial asset.
The flywheel Good jobs + affordable homes near work → employees live in-city → they enroll in our plan & portal → healthier, more loyal workforce → lower turnover & claims → more capacity to invest in the city. Repeat.
Housing
Live where you work
- Live-local incentives — down-payment assistance, rent subsidies, or forgivable loans for employees who buy/rent in Redlands.
- Workforce housing development — partner on (or develop) attainable housing near campus; leverage real-estate expertise & partners.
- Master-lease / employer housing for recruits, residents, and travelers to cut commute & turnover.
- Health-by-design — walkable, green, near care, food, and movement (ties to the 1% community fund).
Strategic fit This pillar pairs naturally with existing real-estate / community-development capability — the kind of "anchor institution" strategy that hospitals like to talk about but rarely execute. Doing it well is a genuine differentiator and a recruiting magnet.
Jobs & schools
Good jobs and a school partnership pipeline
Good jobs Career ladders, living wages, and training that let people build a life here — the foundation of an anchor-institution strategy and a retention engine.
School partnerships Work with Redlands Unified & local schools on health-career pathways, school-based clinics, youth wellness, and a homegrown talent pipeline (CNA → RN → APP → MD).
Metrics & risks
Measure & manage
Metrics
- % of workforce living in Redlands (north-star)
- Turnover & vacancy rate vs. regional benchmark
- Housing units supported / built
- School-pathway students & hires
Risks
- Capital intensity & real-estate cycle exposure
- Mission-creep beyond core healthcare focus
- Tax/benefit & fair-housing compliance on incentives
- Long payback period