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In this paper, I explore the relationship between academic medical centers and the local school districts in which they are situated within the context of what I experienced as a medical student working in an education non-profit. This analysis is intended to arrive at actionable reccomendations for the non-profit, RISE, with the end goal of transforming the organization into one in line with the principles of urban bioethics. The hope is that applying what I learned in the classroom, in the Urban Bioethics master’s degree program, will improve the success of RISE in its adaptation by the community and result in greater impact on education and mentorship of our students. First, in the introduction, I will describe the general healthcare landscape in the United States and how education is viewed by the healthcare system. I will also discuss in the introduction my personal experience as a medical student at Temple in Philadelphia and my exposure to the school district that led me to be involved with the education non-profit. Second, I demonstrate that education is a key social determinant of health by exploring the literature and research that supports this notion. Third, I explore the economic and political context that I believe foreshadows greater investment in education from academic health centers. Fourth, I describe the Philadelphia RISE educational organization and its current status of operations. Fifth, I consider Temple’s strategy in community engagement as a veteran role model for the fledgling non-profit. Sixth, I discuss the role of urban bioethics in shaping my ultimate recommendations to the non-profit. Seventh (and finally), I articulate the recommendations, which will most notably alter the leadership structure to incorporate community stakeholders.

Relationships between industry and university‐based researchers have been commonplace for decades and have received notable attention concerning the conflicts of interest these relationships may harbor. While new efforts are being made to update conflict of interest policies and make industry relationships with academia more transparent, the development of broader institutional partnerships between industry and academic health centers challenges the efficacy of current policy to effectively manage these innovative partnerships. In this paper, we argue that existing strategies to reduce conflicts of interest are not sufficient to address the emerging models of industry‐academic partnerships because they focus too narrowly on financial matters and are not comprehensive enough to mitigate all ethical risk. Moreover, conflict‐of‐interest strategies are not designed to promote best practices nor the scientific and social benefits of academic‐industry collaboration. We propose a framework of principles and benchmarks for “ethically credible partnerships” between industry and academic health centers and describe how this framework may provide a practical and comprehensive approach for designing and evaluating such partnerships.