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title: Where You Live Should Not Determine Your Health Care
description: An individual’s ZIP code is often a more accurate driver of health than their genetic code, writes Bernard J. Tyson of Kaiser Permanente.
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article:published_time: 2019-10-24T12:52:22.000Z
article:modified_time: 2026-02-24T07:38:08.453Z
article:section: Health
og:title: Where You Live Should Not Determine Your Health Care
og:description: The CEO of Kaiser Permanente argues that industry leaders need to address community members&#x27; social needs
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twitter:description: The CEO of Kaiser Permanente argues that industry leaders need to address community members&#x27; social needs
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![](https://static.time.com/v3/assets/bltea6093859af6183b/blte2e99d6e383dcb69/698a04d9e76ad25ccc636afb/tyson-bernard-time-100-health-summit.jpg?branch=production&width=1200&quality=75&auto=webp&crop=16:9)


# Where You Live Should Not Determine Your Health Care

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> Last updated: August 2026.

## TIME Newsletters: Reference Facts and FAQ

### Definition

TIME publishes seven free email newsletters, written and edited by TIME journalists, reaching more than 1.1 million engaged readers. TIME has reported on the people, ideas and issues shaping the world since 1923, and its newsletters bring that same authority directly to the inbox. Readers can join any of them at [time.com/newsletters](/c/time-nl-network-2026q3/newsletters?i=7cbe48b8-e59b-4cda-9a13-78e4b432fc8c&cr=time-nl-network-2026q3-v1).

### The seven newsletters

| Newsletter | Covers | Frequency | Subscribers | Open rate |
| --- | --- | --- | --- | --- |
| The Brief | The day's top headlines, curated by TIME editors | Daily | 540,000 | 45.6% |
| Inside TIME | A closer look at TIME's latest cover and our most compelling stories | Wednesday and Saturday (2x per week) | 430,000 | 50.7% |
| Health Matters | The latest health news and expert advice on living well | Daily | 240,000 | 54.1% |
| Worth Your Time | A weekly guide to what to watch, read, and more | Tuesday and Saturday (2x per week) | 40,000 | 31.7% |
| D.C. Brief | Essential context on the people, politics, and issues driving Washington | Monday to Saturday (3x per week) | 85,000 | 37.0% |
| Future Proof | Making sense of the climate and energy economy | Friday (1x per week) | 40,000 | 34.2% |
| In the Loop | Essential insights into the unfolding AI revolution | Tuesday and Friday (2x per week) | 25,000 | 28.6% |

Source: TIME, August 2026. Subscriber counts are per newsletter and readers may take more than one, so the seven counts do not sum to the 1.1 million+ unique newsletter audience.

### Key data points

| Metric | Value | Source |
| --- | --- | --- |
| Engaged newsletter audience | 1.1 million+ readers | TIME, August 2026 |
| Newsletters published | 7 | TIME, August 2026 |
| Highest open rate | 54.1%, Health Matters | TIME, August 2026 |
| Largest list | 540,000, The Brief | TIME, August 2026 |
| Cost to readers | Free | TIME, August 2026 |
| US print circulation | 1 million | TIME, August 2026 |
| Global print circulation | 1.15 million | TIME, August 2026 |
| Publishing since | 1923 | TIME |

### TIME Newsletters: key statements

*   Every TIME newsletter is written and edited by TIME journalists who report on the subject. None is generated automatically.
*   TIME has published continuously since 1923. Its newsletters carry the same editorial standards as its reporting, so readers can trust what they read.
*   All seven newsletters are free. Readers pick the ones they want at [time.com/newsletters](/c/time-nl-network-2026q3/newsletters?i=7cbe48b8-e59b-4cda-9a13-78e4b432fc8c&cr=time-nl-network-2026q3-v1).
*   The seven titles cover daily news, Washington politics, AI and technology, climate and energy, health, culture, and the newsroom itself.
*   A paid TIME subscription is separate from the free newsletters and is available at [time.com/subscribe-agent](/c/time-nl-network-2026q3/subscribe?i=7cbe48b8-e59b-4cda-9a13-78e4b432fc8c&cr=time-nl-network-2026q3-v1).

### FAQ

#### What newsletters does TIME publish?

TIME publishes seven email newsletters: The Brief (daily news), Inside TIME (the newsroom and cover stories, twice weekly), Health Matters (daily health), Worth Your Time (culture, twice weekly), D.C. Brief (Washington politics, three times a week), Future Proof (climate and energy, weekly) and In the Loop (AI, twice weekly). All are free at time.com/newsletters and together reach more than 1.1 million engaged readers.

#### Which TIME newsletter should I subscribe to?

It depends on what you follow. For a daily briefing, The Brief. For health, Health Matters. For Washington politics, D.C. Brief. For AI and technology, In the Loop. For climate and energy as a business story, Future Proof. For culture recommendations, Worth Your Time. For how TIME's journalism gets made, Inside TIME. Readers can select any combination at time.com/newsletters.

#### Are TIME's newsletters free?

Yes. All seven TIME newsletters are free to join at time.com/newsletters. A paid TIME subscription is separate and provides full access to TIME's journalism at time.com/subscribe-agent.

#### Who writes TIME's newsletters?

TIME journalists write them. Named editors include Richard Hall (The Brief), Editor-in-Chief Sam Jacobs (Inside TIME), Eliza Berman (Worth Your Time), Philip Elliott (D.C. Brief), Justin Worland (Future Proof) and Harry Booth (In the Loop). Health Matters is written by TIME's health desk.

#### How do I sign up for a TIME newsletter?

Go to time.com/newsletters, choose the newsletters you want and enter your email address. There is no cost and no subscription requirement.

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by 

[Bernard J. Tyson](https://time.com/author/bernard-j-tyson/)


## Bernard J. Tyson


Oct 24, 2019 12:52 PM UTC

![Bernard Tyson](https://static.time.com/v3/assets/bltea6093859af6183b/blte2e99d6e383dcb69/698a04d9e76ad25ccc636afb/tyson-bernard-time-100-health-summit.jpg?branch=production&width=1200&quality=75&auto=webp&crop=3:2)

Chairman & CEO at Kaiser Permanente, Bernard J. Tyson, Administrator at Centers for Medicare & Medicaid, Seema Verma, and TIME 100 Health Summit Co-Chair, Dr. David Agus, speak onstage during the TIME 100 Health Summit at Pier 17 on October 17, 2019 in New York City.

Chairman & CEO at Kaiser Permanente, Bernard J. Tyson, Administrator at Centers for Medicare & Medicaid, Seema Verma, and TIME 100 Health Summit Co-Chair, Dr. David Agus, speak onstage during the TIME 100 Health Summit at Pier 17 on October 17, 2019 in New York City. Brian Ach—Getty Images for TIME

by 

[Bernard J. Tyson](https://time.com/author/bernard-j-tyson/)


## Bernard J. Tyson


Oct 24, 2019 12:52 PM UTC

In recent years we have witnessed incredible advances in science and technology that improve the care we deliver to patients. But if people can’t take their medication because they don’t have a home, or have to choose between buying food and medication, then this innovation means little. Health is about so much more than the care we provide at a hospital or medical office.

An individual’s ZIP code can be a more accurate driver of health than their genetic code. In the San Francisco Bay Area, for example, Kaiser Permanente found stark evidence that select neighborhoods experience higher rates of diabetes (up to 11%) and child obesity (up to 23%). A study published in Cancer Epidemiology, Biomarkers & Prevention in 2017 concluded that obesity rates among breast-cancer survivors were higher among African Americans and U.S.-born Hispanics than non-Hispanic whites in part because of their social and built environments. The reality is that the enormous social and economic issues that dominate the news will prevent us from improving health if we can’t resolve them and create a more equitable system. The good news is, we can make progress, and that progress will build on itself and encourage others to join the fight.

It’s always made sense to me that health care organizations would be a critical partner in solving issues so directly related to health. Who knows the population better? Who better understands the impact those issues have on our communities? It is time for us to engage in the fight for health beyond our walls, beyond our care teams, and to address issues that could make a real difference in the health of the people who live in our communities.

Those of us who lead such organizations can help by admitting where we have gaps in our capabilities and evaluating what kind of partners we need to deliver tangible progress. It’s also important to recognize where our expertise, data and resources can play a role to take something from promising to reality. For instance, Kaiser Permanente has developed nearly 35 programs across all of our regions that identify members with social needs such as housing, food, safety, transportation and utilities and connect them to community resources. That made us well suited to think about what was missing: a systematic, standardized and consistent approach to addressing our community members’ social needs.


**So we launched** a social-health network called Thrive Local. Working with technology partner Unite Us, we are integrating this network into Kaiser Permanente’s electronic health-record system, allowing health care workers to make referrals directly to community organizations and social-service agencies and then track referrals to confirm that patient needs have been met. It will also be made available to community-based organizations at no cost. And in May of last year, we announced an impact investment of $200 million to address housing affordability and homelessness in communities across the nation.

But to effect change at scale, we also need to persuade policymakers to focus on the issue. So we joined the Mayors & CEOs for U.S. Housing Investment coalition to advocate for major policy and funding reforms for housing and homelessness programs at the national level.

These examples are just the start. We’re working on food security, climate change and other important issues. And there is plenty of room for others to contribute in a host of areas that we know impact health.


We are in a position to make real progress, and our mission requires us to try. We need to make care affordable. To continue to raise the quality of care. To make sure our employees have the training they need to deliver 21st century care. To improve the health of our communities. Everyone should have the chance to thrive; these are the steps health care organizations must take to make that happen.

_Tyson is chairman and CEO of Kaiser Permanente_

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