Houston hospital awards third infusion of grant-funding to local nonprofits

funds granted

Houston Methodist has doled out $4.8 million to Houston nonprofits. Photo via TMC.edu

Houston Methodist has awarded $4.8 million to 50 Houston-area nonprofits as part of its Diversity, Equity & Inclusion Grant Program, the hospital announced this month.

The funds go toward "addressing the root causes of health inequities experienced by social, racial and ethnic minorities," according to the hospital. An estimated 51,000 Houstonians are expected to be impacted by these dollars.

Of the nonprofits selected, 24 are healthy neighborhood programs, 16 are educational empowerment programs and 14 are economic programs.

The grant program is broken up into two types of funding: The Social Equity Grant and the DEI Grant. Now in its third year, the program has for the first time selected recipients of the Social Equity Grant that all support economic empowerment.

"We know there is a direct correlation between economic stability and health outcomes," Ryane Jackson, vice president, community benefits at Houston Methodist said in a statement. "Without livable wages or employer backed insurance, access to health care can be limited. If we can help those in underserved communities obtain employment and increase their wages in a short amount of time, then we can provide immediate and meaningful change that can potentially be felt for years to come.”

Capital IDEA Houston is a local nonprofit that’s received the Social Equity Grant. The organization helps low-wage workers find living-wage careers. Capital IDEA plans to use the funds to support Black and Hispanic Women in health care professions and launch a pilot program that will assist women with an associate degree who are interested in pursuing a bachelor’s degree in nursing.

Another recipient, Compudopt, will focus on digital literacy training to low income African American and Hispanics, while Montrose Center will use the funds to support its Seniors Preparing for Rainbow Years program at the Law Harrington Senior Living Center. Other recipients include Avondale House, BakerRipley, Interfaith Caring Ministries, Kids Meals Inc., and the Tejano Center for Community Concerns. Click here to find a full list.

DEI is at the forefront of Houston Methodist's vision for the future of health care. In a recent interview with InnovationMap, Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist, shared how linked diversity and innovation are to her.

"I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are," she tells InnovationMap. "So I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity."

Since launching Houston Methodist's DEI Grant Program has awarded more than $11 million to 83 Houston-area nonprofits. Last year it awarded $4.6 million to 59 organizations. Click here to see who else has been awarded funding through the program.
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This week's roundup of Houston innovators includes Steve Latham of DonateStock, Arianne Dowdell of Houston Methodist, and Howard Berman of Coya Therapeutics. Photos courtesy

3 Houston innovators to know this week

who's who

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from fintech to health care DEI — recently making headlines in Houston innovation.

Steve Latham, co-founder and CEO of DonateStock

Houstonian and serial entrepreneur plans to scale nonprofit fintech toolThe sky's the limit for DonateStock, Co-Founder and CEO Steve Latham says. Photo courtesy of DonateStock

For the third time in his career, serial entrepreneur Steve Latham recession activity, so he feels confident he knows the playbook of how to handle what's on the horizon. For his latest venture, Donate Stock, a tech platform that simplifies stock donation for both the donor and the beneficiary, he's focused on weathering whatever storm is incoming.

"We've raised more money to extend our runway, and we're keeping a super tight lid on expenses because your cash is your oxygen," he says. "There are companies going out of business in our industry right now that had really promising businesses but just spent too much money before they could get to the revenue phase."

He shares the background story on DonateStock and his own career on last week's Houston Innovators Podcast episode. Read more and stream the episode.

Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist

Arianne Dowdell spoke with InnovationMap about Houston Methodist's DEI initiatives — and how they will help develop the hospital of the future. Photo courtesy of Houston Methodist

Innovation and equity are two things they have to go together — and Houston Methodist knows that. Which is why Arianne Dowdell serves as vice president and chief diversity, equity and inclusion officer at Houston Methodist. Under her leadership, the health care provider is putting the patients at the forefront of the hospital system's priorities through its DEI initiatives.

In an interview with InnovationMap, Dowdell shares more about these ongoing initiatives and her role, as well as the importance of DEI in innovative health care.

"It doesn't matter if you're down here in the medical center or out in Baytown," she says. "The innovation and what we're thinking about and the technologies and the way that we communicate with our patients, all that is part of innovation, which helps our DEI initiatives become more successful in everything that we're doing." Read more.

Howard Berman, CEO of Coya Therapeutics

A Houston biotech startup focused on developing therapeutics for neurodegenerative and autoimmune diseases has closed its IPO. Photo courtesy of Coya

A clinical-stage biotech company based in Houston has announced the closing of its $15.25 million IPO.

Coya Therapeutics, now trading under the ticker COYA, announced this week that its IPO — previously disclosed in December — has closed its initial public offering of 3,050,000 shares of its common stock and accompanying warrants to purchase up to 1,525,000 shares of common stock, per a news release. Howard Berman, CEO of Coya Therapeutics, has lead the company since February of 2021. Read more.

Arianne Dowdell spoke with InnovationMap about Houston Methodist's DEI initiatives — and how they will help develop the hospital of the future. Photo courtesy of Houston Methodist

Q&A: Houston innovator on DEI initiatives, importance in health care

innovative interview

Prioritizing diversity, equity, and inclusion within health care innovation goes hand in hand, according to Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist.

"I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are," she tells InnovationMap. "So I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity."

Houston Methodist, under Dowdell's leadership, is putting the patients at the forefront of the hospital system's priorities through its DEI initiatives — whether that's employee programs or training the future leaders of the health care industry through its DEI Summer Scholarship Program.

In an interview with InnovationMap, Dowdell shares more about these ongoing initiatives and her role, as well as the importance of DEI in innovative health care.

InnovationMap: Tell me a bit about your role leading DEI at Houston Methodist. What are you tasked with and why is it important to the organization?

Arianne Dowdell: In my role, I'm responsible for really leading the vision for unparalleled safety, quality and service, and innovation through the lens of DEI. And what that really means is thinking about how we execute our diversity, equity, and inclusion strategies. When we think about our employees, our patients as well as our community. So, my role is rather broad in scope. I oversee DEI for all of the Houston Methodist hospitals in the area and we year by year target and have certain goals of what we want to accomplish under each of those layers. When we think about our patients and our employees in the community.

IM: In what ways do DEI and innovation intersect?

AD: You know, the wonderful thing about innovation is that there is such a huge overlap with DEI. When we think about our patient care, we just start there and think about what we're doing with our new hospital that's opening.

For example, we talk about making it the hospital in the future. Part of that innovation piece means that we're meeting our patients where they are with the needs that they have. So, a lot of times we talk about equity versus equality and what people need and what we have to remember when we think about equity, especially with our patients and the fact that we serve such a diverse community, is making sure that those innovations that we're coming up with as we're thinking about the patients varies right in different aspects to make sure that every patient that comes in the door is receiving the very best care that they have. It's a great opportunity being at a hospital that's so innovative to make sure that we're considering our innovative technologies to meet the different patients that we have that are coming through our doors every day.

It doesn't matter if you're down here in the medical center or out in Baytown. The innovation and what we're thinking about and the technologies and the way that we communicate with our patients, all that is part of innovation, which helps our DEI initiatives become more successful in everything that we're doing.

IM: What are some of the initiatives you’ve gotten to spearhead so far in your tenure?

AD: Our department's been around for about two and a half years. And so there's a couple of things that we're really excited about that are ongoing, but we've seen a lot of traction and measurable results. One is the employee resource groups we currently have — I think we're at nine, maybe 10 at this point for our groups — and we have close to 2,000 employees that are part of the groups working to make sure that they are empowered in the workplace and have support, but we also provide professional development opportunities for them.

Another thing that we've started are solidified DEI training programs and actually going and working with departments, both those that are clinical and non clinical within the hospital on DEI related issues. That's been a big success for us as well. And we're really evolving those trainings to become more of educational opportunities as we really start to have a heavy focus on health equity moving into 2023.

We also have a comprehensive training communications program, so we communicate out all of our efforts at all of our hospitals. And so engaging our CEOs at each of those hospitals and making sure that we allow all of our employees to have a way of learning about the work that we're doing in various mediums has been something we've worked really hard to achieve. And we also have different DEI groups and committees at each of our hospitals. That's been a way for us to connect and have leaders at all of our hospitals that are supporting our overall system wide initiatives.

It's been really fun the past two years to have different layers of the work that we're doing, including our 25 million DEI Grant to different nonprofit organizations in the community to make sure that we're looking at all these different layers. As I had mentioned before, that touch on everything that we do. And we're also going to be hyper focused moving into next year of making sure that we diversify our cancer center as well. And so now that we've kind of laid that first layer foundation, it's really nice to see how the team is evolving and the work that we're doing and also using data to show the results of the work that we're doing. So, with two years under our belt, it's nice to have some of that information now.

IM: How is Houston Methodist supporting future leaders in health care?

AD: One of the things I really wanted to make sure that we started once COVID slowed down a little bit, was to give underrepresented students an opportunity to pursue careers in health care that are non clinical. A lot of people in college, they don't know about all the different aspects of what runs a hospital, right? And so I thought it was a great opportunity for us to launch this program that we started last summer.

We started with six students that received scholarship funding and they all fall below the federal poverty line is how we established what the criteria was along with grades, etc. but a really great opportunity for students to come here for ten weeks on a paid scholarship in various departments throughout the hospital to learn what those inner workings are, to then pursue careers, possibly in things like DTI, human resources, spiritual care, managed care. So it was really fun to watch the first cohort of students go through last year.

These are our future leaders and teaching them all about the aspects of what, like I said, runs a hospital. But when we think about care of our patients, how everyone is such an integral part to it. And so for going into this summer coming up, we've actually more than doubled the number of opportunities that will be available. So, we now have 17 spaces that are available for students and we're branching out to all of our community hospitals and we've reached out to more schools around the nation. And so I'm excited to bring in this next cohort of leaders to really begin to think differently about how we look at care overall and manage hospitals from a diverse aspect. It's been a great program and our leadership here at the hospital is also very engaged, which I love.

IM: What’s on your radar for 2023?

AD: So, 2023 is really going to be a focus on health equity. Establishing we've got various dashboards that we're establishing to track and monitor what we're doing, but also working with all 29,000 plus of our employees to help them understand what role they play in achieving health equity so we can focus on the role that our clinicians play. But it's equally as important for the people that work at registration to understand the importance of the questions that we ask to make sure we're meeting the needs of our patients when they call and set up appointments.

We will be really hyper focused on that. We'll also be leveraging even more of the work that our employee resource groups do. And so I'm very excited about that as well as they become more involved in the community. When you talked about prevention and education, a lot of the members of our ERGs are now out in the community and doing a lot of really great work. And so those are just two of the programs that I'm really excited about for 2023 that will be hyper focused on.

IM: Why is equity in health care so important and what does the industry need to do to accomplish it?

AD: I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are. And so I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity. Because when we look at all the different requirements from systems throughout the country, and then we look at results from what patients say, we have to spend the time to marry those two together.

At the end of the day, that still is our patient comes first — so how are we educating our future clinicians? Are we working with our med schools to make sure we're tackling that because we really have to look to the future generations? How are we reporting out our efforts and our outcomes is going to be important to. Keeping that patient centered focus is going to be key to achieving health equity. And also a lot of times we don't want to acknowledge what our shortcomings are. Know people always want to say this is where we excel, but really taking the time to acknowledge what can we do better, and doing those deep dives, It doesn't matter if you're a large health system or if you're one of the newer branches that's coming out. You have to take the time to really look at what those results are, to make sure you're measuring them to achieve those new goals. So I think that that's actually going to be the key to moving forward and making sure you keep politics out of it to the extent possible and really just stay patient. Focus is what's going to be necessary because people have choices for where they want to go for their health care. And I think we all have to be mindful of that.

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This conversation has been edited for brevity and clarity.

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These five individuals are up for the DEI Champion award this week. Here's what challenges they are facing promoting an equitable innovation ecosystem. Photos courtesy

Houston's 2022 DEI Champions share obstacles they are overcoming promoting equitable innovation

EAVESDROPPING AT THE HOUSTON INNOVATION AWARDS GALA

As one of the most diverse cities in the world, Houston's business and innovation community has a unique opportunity to prioritize not just its diverse population, but also to make sure the city has equitable and inclusive opportunities.

Five Houstonians have been named finalists in the DEI Champion category for the Houston Innovation Awards Gala, which will be held on November 9. They shared some of the challenges they are facing as they fight to make sure Houston has an equitable innovation ecosystem.

"I have always been the only Black women in all of my engineering roles, and I worked so hard to get there and quite often feel so uncomfortable in this space. So, individuals who question my name don't always understand the important of someone expressing that I see you to an individual can mean. However, this is a challenge I am willing to face because I am changing people lives and these lives I am changing will impact the world."

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— Kara Branch, founder and CEO of Black Girls Do Engineer Corp. "Although I believed in myself and that girls that look like me needed that representation and someone to mentor them and expose them to S.T.E.M., I had no one to do this for me, so I had to do this for girls in my community," she says. "I have faced some people who fight me about my name, but my name had to be my name because I needed to let Black girls know I was talking to them."

"You can’t expect to make an impact, big or small, if you’re not willing to meet people where they are. One challenge we’ve seen when it comes to talking about and implementing DEI programs within the organization is that not everyone has the same understanding of what diversity, equity, and inclusion is."

Photo courtesy

— Arianne Dowdell, vice president and chief diversity, equity and inclusion officer for Houston Methodist. "Another challenge we see is that sometimes people expect to see change immediately," she continues. "This is a journey not a race, and if done right, it’s something that will continue to evolve and grow."

"Nobody wants to be tagged as difficult or uncomfortable to be with. A lot of bystanders will also make a calculated risk when witnessing bias, what is in it for me? Many will turn a blind eye if there are other interests at play."

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— Juliana Garaizar, head of Houston incubator for Greentown Labs and lead investor for Portfolia. Garaizar explains that she sees people afraid of facing the repercussions that come with speaking up or standing up to bias and harassment.

"Sustainable funding. We have the talent, the access to mentors and STEM education/activities and preparation workshops and certifications. But not having the capital to hire and effectively manage this growth has been very challenging to where we've had to say no to expansion (girls in need) and and increase in girls within our yearlong and skill-building programs."

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— Loretta Williams Gurnell, founder of SUPERGirls SHINE Foundation. She continues, "However, because we are serious in creating a diverse and sustained pipeline for more underserved girls (women) in STEM, we heavily rely on organizations that are like-minded in practices and core values to partner with and provide our services and opportunities to their girls and vice versus. It builds community and sustainability for all who are involved."

"The problems we face are so daunting and overwhelming that it can be hard to know where to start. ... At some point I realized that you just have to start somewhere, and you have to go deep in one area." 

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— Rob Schapiro, director of Microsoft's Energy Acceleration Program. "Only 27 percent of STEM workers are women. A mere 2 percent of venture capital money goes to women and far less to black women. The average wealth of the top 5 percent of White American households is seven times more than the average of the top 5 percent of Black households. These kinds of statistics can paralyze you into inaction," he explains. "It is great to be an ally to all, but you can have more impact if you focus your attention and efforts on a specific area. What is challenging still is that you will want to do more and spread your efforts, but you have to stay disciplined. One person cannot fix everything. But, using your privilege and your network you can influence many others and through them make a huge impact."

Progress and feedback will help you reach your organization's DEI goals. Photo via Pexels

Houston expert: 5 things to consider when tackling DEI at your organization

guest column

Houston is often touted as the most diverse city in the country, but with that comes the responsibility of making sure we are creating inclusive and equitable opportunities that reflect the communities we serve.

With the current state of our country dealing with the COVID-19 pandemic, as well as social and political issues, employers across the city have searched for the right thing to say and do to help their employees and customers during this time when personal feelings and beliefs impact the workplace more now than ever. While there isn't a one-size-fits-all approach to implementing DEI across an organization, here are a few steps and considerations companies can take to ensure DEI is a priority moving forward.

Understand your audience

It's important to understand the perspectives of those you serve. Identifying your audience will help develop a DEI strategy that addresses concerns from multiple lenses. At Houston Methodist, we focus on our patients, employees and the communities we serve. Anyone building a DEI program needs to not only be cognizant of their audience, but also understand their needs in today's climate before spending time and resources to develop initiatives that will address those needs. Ultimately, this will help shape a more impactful approach to DEI within your organization.

Define success

When developing a DEI strategy, success may seem overwhelming or lofty. But, viewing success as progress will help your organization accomplish your goals in a way that employees and other stakeholders will benefit from in the long run.

Set strategic and measurable goals that clearly state what your organization wants to achieve through its DEI efforts. These goals need not be big at the onset; make sure they are attainable. Most importantly, it's critical to revisit your goals on a regular basis and identify gaps, and be willing to pivot, if needed, along the way so your organization eventually reaches its goals. At the hospital, we've developed a DEI dashboard for all departments in our hospitals to help us with setting those measurable goals. Once measurable goals are identified, a DEI scorecard will be used to identify progress for departments and our organization year over year. When people are able to easily track and see progress or gaps, it will make it easier to reach desired goals.

An organization can't be successful with any new type of program if everyone within the organization doesn't understand the importance of DEI in their department and within the company as a whole. Progress often starts with one person. Providing training to employees about the impact that DEI can have on their day-to-day work will help them champion that within the organization. For example, we've launched something at our hospital called "Together We Grow," a training program aimed at building a foundation for what DEI is by exploring everyday scenarios employees may encounter. This program first started with leadership and is now available to all employees within the hospital system.

Establish a timeline

Once measurable goals have been established, develop a timeline for accomplishing those goals. By selecting two or three goals that can be focused on over a particular time period (i.e., six months or one year), your organization can implement targeted programs and best practices to drive the success of DEI for a more long-term plan. It's ok if not every program is up and running within the year; creating milestones along the way will give your organization time to grow its DEI efforts and aspire to something meaningful for your employees, customers or community. The need for DEI doesn't go away, so it's important to continue efforts year-round with a growth mindset.

Evaluate how DEI holistically fits into your business

A DEI department, team or individual can't be successful if the work isn't aligned with the mission of the organization. It does not help if an organization has competing priorities, so DEI goals must be embedded in your organization's business goals.

Additionally, it's also important to have leadership set the tone for the rest of the organization to follow. Executive leaders that fully commit to the organization's DEI efforts and promote transparency, feedback and accountability for those programs will yield the most meaningful and lasting results.

Recognize your ‘why’

As a business, it's important to understand why DEI is important for your organization's success. You need to both be able to understand and articulate the business case for why diversity matters in your organization. Studies like this one from Boston Consulting Group continue to show a positive correlation between workforce diversity, innovation and overall company performance. The workforce is constantly changing and becoming more diverse, so making sure your organization is adapting to those different perspectives and taking into consideration why this work is vital to your employees, customers and your community will help turn DEI ideas into action.

For many health care organizations, health equity has shaped community engagement efforts and programs. Addressing health equity for racial, ethnic and social minorities in the Greater Houston area has been a priority for Houston Methodist for nearly 30 years, and this work has also informed and strengthened our DEI efforts in the communities we serve.

In conclusion, remember progress and feedback will help you reach your organization's DEI goals. For these initiatives to be effective, everyone within your organization must understand that each person plays a role in shaping the success of DEI efforts.

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Arianne Dowdell is vice president, chief diversity, equity and inclusion officer at Houston Methodist.

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Houston founders launch edtech startup, pilot to pinpoint why students are struggling

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Early detection. It sounds simple enough: identify a problem before it has the chance to become a bigger one.

But in practice, early detection is much more difficult to navigate, especially in education, when it comes to identifying the reasons behind a student's academic struggles.

That’s why co-founders Alapati “Al” Ware and Estela Montanez launched Progress Report, a Houston-built K-12 learning-intelligence platform designed to go beyond identifying that a student is struggling.

The platform recently began its pilot program with 35 educators and more than 200 students in Texas and Arizona.

“It’s a micro-learning school that works with children with disabilities, primarily dyslexia and nonverbal students,” Ware tells InnovationMap.

The platform is also being used by homeschool parents, home teachers and Houston educators, including those at SWPS College & Career Preparatory Academy, a Houston charter school.

Ware says Progress Report was designed to fill a gap he and Montanez saw in existing edtech. Some platforms cater almost entirely to students, leaving teachers with little insight into if and how a child is learning. Others focus heavily on district data, where “the student is just a number,” leaving teachers to navigate disconnected tools.

“Our goal was [to] focus purely on the teacher because the teacher is the backbone,” Ware says.

Progress Report traces student performance to learning gaps and prerequisite skills, helping educators understand not only where a student is struggling, but what may be causing it.

The platform then helps teachers build individualized instruction for general education students, students with special education and Individualized Education Program (IEP) needs, and Spanish-speaking learners—all within one educator-controlled system.

The goal is to reduce the guesswork and hours of manual work educators can spend developing individualized lesson plans.

Progress Report helps idenitify learning gaps and common roadblocks for each student. Image courtesy Progress Report

For Ware and Montanez, the mission is also personal.

The concept dates back to around 2023, when the co-founders first had to navigate and address their children’s educational needs.

Ware, Progress Report’s CEO and CTO with a background in edtech, built the platform end-to-end after watching his daughter, who had an IEP related to speech, struggle to get the support she needed.

Montanez, the company’s COO, brought another perspective. Her son is on the autism spectrum. She now leads Progress Report’s operations, partnerships and pilot execution while helping carry its focus on bilingual families from Puerto Rico to Houston.

Together, they began researching ways to personalize their children’s learning and help them progress academically. Montanez’s son went on to become an AP student and high school athlete, while Ware’s daughter began reading more than two grade levels above her grade, they tell InnovationMap.

But Progress Report isn’t designed simply to give a struggling student more work.

Take a student who appears to have difficulty with math.

The problem may not actually be math, the founders share. The student could understand the calculations but struggle to comprehend complex words used in a math problem.

Progress Report is designed to trace those performance patterns back to learning gaps, prerequisite skills or other instructional barriers. From there, it can recommend a next instructional step while leaving the educator in control.

The same concept applies to accommodations.

The system can read IEPs, 504 Plans, Present Levels of Academic Achievement and Functional Performance (PLAAFPs), evaluations and other special education records. Approved IEP goals can then be mapped into the student’s learning graph, while accommodations can carry over into lesson planning and question delivery.

The founders say that approach separates Progress Report from simply adding another artificial intelligence chatbot to a classroom. And still, they believe teachers have to remain at the center.

Teachers, in fact, helped build Progress Report.

The founders began meeting with Houston-area educators months before the pilot. Their feedback helped shape the platform before testing began.

“We’ve been building alongside these educators,” Ware says.

Parents are another piece.

Progress Report can give parents access to their child’s learning record so they can see learning gaps as they develop. Teachers can also see information on work being completed at home when the parent and educator are working together.

After the pilot wraps, Ware and Montanez plan to introduce a $29.99 monthly subscription for homeschool parents, teachers and other educators. They say the price was intentionally kept relatively low to help make the tools more accessible.

They are also exploring ways to work with organizations that could help families who can’t afford the platform.

Moving forward, the goal is considerably bigger.

Over the next five years, Ware and Montanez want Progress Report to become what they describe as a “gold standard” in every state. They know getting there will require building relationships with educators, technology leaders, policymakers and school board members.

For now, they’re starting with a few hundred students and a question that sounds simple but can be remarkably difficult to answer: Why is this student struggling?

If Progress Report works the way its founders envision, teachers and parents will have a clearer answer.

Pioneering cohousing development opens in Houston's historic 2nd Ward

Housing in Hou

An experimental, multi-generational building in the East End is now open and accepting residents. Only 10 of the 33 units remain available at East End Commons, the first project from CoHousing Houston.

Located at 115 Lenox, East End Commons was first conceived in 2017 and is designed to combine the security of home ownership with the community aspect of apartment life, essentially a condominium but with added focus on bringing neighbors together.

Units range from 900-2,000 square feet, offering ample private home space, but with a large Common House area and central courtyard for gatherings, working, and interaction. Large front porches encourage people to spend time outside where they can meet their neighbors, as do extensive foot paths for casual meetings.

"At East End Commons, you know your neighbors before you move in — so you have a network of people and spaces that are immediately there for you," said founding resident Kelli Soika. "We designed for larger shared spaces versus larger personal spaces in order to foster the breakdown of the barriers that lead to loneliness."

Combating loneliness and isolation is certainly necessary. A 2025 survey conducted by the American Psychological Association shows that most Americans feel a sense of societal division and lonely. A loss of "third spaces," where people gather outside the home or work, is a prime factor. East End Commons aims to alleviate some of that disconnectedness.

"I wanted to live in a neighborhood that is imbued with a sense of community above the individual, like we have all experienced in Houston during times of disaster recovery," said Lynn Morstead, one of East End Commons‘ founding residents. "In those instances, such as Hurricane Harvey, we surface from our separateness and come together in new and unexpected ways. With East End Commons, the goal is to translate that notion beyond a set period of time and make it a fixture of everyday life. I call it 'disaster-free neighborliness.'"

East End Commons was designed by Kathleen English of English + Associates. Sustainability is part of the project's design, with amenities such as geothermal heating and cooling exchange HVAC, pre-heated water systems, low-energy use air conditioning and heating, and native landscaping.

Prices for units range from $300,000 to the $900,000s, which can be more than double the home price in the rapidly gentrifying East End. HOA fees not only help maintain communal areas, they also cover shared internet, water, and other communal expenses. Similarly, government of the building is handled democratically via a community board that aims to make decisions by building consensus.

For more information, email info@cohousinghouston.com or call 832-900-2919.

MD Anderson president to retire after nine years, interim successor named

retirement plan

An era is ending at The University of Texas MD Anderson Cancer Center.

On Aug. 26, Dr. Peter WT Pisters announced his plans to retire from his role as president of the comprehensive cancer center. He will work on a smooth transition of leadership with interim president Dr. Jeffrey E. Lee throughout September.

“I first arrived at UT MD Anderson 32 years ago with a passion for doing everything I could to advance our mission to end cancer. Serving as the only faculty member to become president, and now marking nine years in the role, I can say with great pride and gratitude that there is no better place than UT MD Anderson to turn hope into healing for patients and families everywhere,” Pisters said in a news release. “With a timeless strategy, a strong leadership team, unprecedented levels of financial health, and a priceless culture anchored in our deeply held Core Values, now is the right time for me to transition to other opportunities. UT MD Anderson has never been stronger, and its future has never been brighter.”

Pisters assumed the presidency in 2017 and helped launch some of the most cutting-edge new clinics in MD Anderson history. One of those was the James P. Allison Institute, named for the Nobel Laureate scientist who discovered a way to suppress immune response on tumors so that immune cells would attack cancer cells instead. As head of his titular clinic, Allison pioneered several new immunotherapies against cancer.

Pisters also oversaw the creation of the Institute for Data Science in Oncology in 2024, an innovative consortium of scientists dedicated to enhancing single-cell imaging to improve precision in cancer treatments. The institute also brought together teams to use data-driven analytics regarding safety, quality and access.

The UT System Board of Regents praised the leadership and work of Pisters in a statement, wishing him well in the next phase of his career.

“The Board of Regents and I are profoundly grateful to Dr. Pisters for his exceptional presidency over the past nine years and for thoughtfully concluding his service when UT MD Anderson is thriving at its best position of peak performance, strength and impact. We wish him our very best with his retirement and in his next chapter,” Kevin P. Eltife, chairman of the UT System Board of Regents, added in the release.

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