Issue link: http://www.insightdigital.biz/i/1205592
w w w . i n s i g h t o n b u s i n e s s . c o m F e b r u a r y 2 0 2 0 • I NSIGH T | 23 McBride Moore, Bellin Health communications specialist. As for the bond sale itself, Moore notes that nearly 20 percent of the bonds were purchased by individual investors — that number is usually only in the single digits. "We were very fortunate with timing," says Woleske, adding the success helped bring down the cost of borrowing. "I wouldn't say that (the sale) surprised us. People in the community look at Bellin as a great opportunity for investment because of its stability. People are very familiar with our business model and commitment to the community." In addition to Bellin's longevity, Woleske believes its ownership structure also sparked interest. "Bellin is the only health care organization that is locally governed completely," she says. "We don't have an owner or sponsor elsewhere." While improving care, such as through the new maternity ward and NICU, is vital, so is affordability, Woleske says. Health care expenditures continue to rise, and consumers feel the impact. e average annual health care spending per working household — including insurance premiums and out-of-pocket expenditures — was around $28,386 in 2019, according to the Milliman Medical Index. By 2030, that number is expected to reach $50,500, or nearly 34 percent of a household's income. ose numbers demonstrate that good health is not just measured by the absence of disease. According to a document Bellin provided, socioeconomic factors, such as poverty, impact around 40 percent of health outcomes. at's why making health care more affordable is essential, especially in Northeast Wisconsin, where so many choices are available. "Success starts with a clearly defined purpose and an understanding of why we do what we do. At Bellin Health, we have committed to improving health and well-being and helping our communities thrive through our commitment to delivering the best quality, best experience and improving our facilities," Woleske says. In addition to her leadership role at Bellin Health, Woleske is active in the community, including serving as the past chair of the Greater Green Bay Community Foundation board, where she led several initiatives focused on improving health by addressing its social determinants. She also serves on the board of directors for the Wisconsin Hospital Association and Krueger International Inc. and is a fellow of the American College of Healthcare Executives. Kerwin notes Woleske "has a passion for helping others and has developed great relationships with people." COLLABORATING ON CARE Putting purpose first — providing quality care for the community — is the thread that strengthens Bellin's many partnerships. at's why the organization believes in collaboration rather than competition. "It's a competitive environment, but there is more to be gained for the community by collaborating and working together," Woleske says. "In business in general, there is a focus on the 'why.' For us, it means taking care of our workforce so that they can take care of our customers. If you do that, your success should follow." One of Bellin's many partnerships is with the Green Bay Packers. While their relationship started in 2001, Bellin [ c o n t i n u e d ] » Held each June in Green Bay, the 10-kilometer Bellin Run is one of the region's most popular races. C O U R T E S Y O F B E L L I N H E A LT H ONLINE: Bellin President and CEO Chris Woleske discusses the vital role the health care provider plays in the communities it serves. Copyright Insight Publications