We developed a framework to guide our work. We recognized that much of our funding and consequently our programs are in TPHP.
We realized that if we were going to make a dent we needed to start focusing some of our work on the things on the other side of this framework. The PH work that we’re all now trying to create. Go over it quickly.
So this is what guides our work. Many of you are familiar with this already. Recently adopted by the CDPH.
Barhii self assessmenttoolkitwebinar mar2011 final
Using BARHII's Organizational Self Assessment Toolkit to initiate LHD action on health inequity <br />Tuesday, March 8, 2011<br />
Objectives<br />At the end of today’s webinar participants will: <br />Understand the prerequisites to implementing the BARHII Self Assessment Tool.<br />Be familiar with the measures and capacities BARHII’s tool emphasizes.<br />Understand the benefits to implementing an equity-oriented self assessment and using that assessment to plan future efforts.<br />
Agenda<br />I. Webcast and Speaker Introductions<br />II. Introduction and background to Self Assessment Toolkit Edith Cabuslay & Sandi Galvez<br />III. Berkeley’s experience using the Toolkit Kate Clayton & Abraxas Seale <br />IV. Q&A<br />V. Closing and evaluation<br />
Introduction and background<br />Edith Cabuslay<br />Chronic Disease and Injury Prevention Manager, San Mateo County Health System<br />Co-chair of BARHII<br />Sandi Galvez<br />Senior Policy Associate<br />Bay Area Regional Health Inequities Initiative (BARHII)<br />
Berkeley’s experience using the Toolkit<br />Kate Clayton<br />Chief of the Health Promotion<br />Berkeley Public Health Division<br />Abraxas SealeBerkeley Public Health Division<br />
BARHII Mission Statement<br />“. . . To transform public health practice for the purpose of eliminating health inequities using a broad spectrum of approaches that create healthy communities.”<br />
Organizational Approach<br /><ul><li> Identify Social Justice as a core Public Health value
Build alliances with key institutions that influence the health of communities
Inform policy makers and the general public about the underlying social causes of Health Inequities
Build the capacity of Public Health workforce and agencies</li></li></ul><li>BARHII Framework<br />
Mission of Internal Capacity Committee<br />Enhance the capacityand collaborationof multiple health departments to effectively eliminate health inequities. <br />
Key Questions addressed by ICC<br />What are the skills and abilities needed by public health department staff to effectively address health inequities?<br />What are the characteristics of a public health department that can effectively address health inequities?<br />
Workforce Attributes<br /><ul><li>Specific personal attributes
Overview of Self-Assessment Tools<br />Web-based Surveys:<br /><ul><li>Health Department staff
Collaborating partners</li></ul>Focus Groups:<br />Cross-section of Health Department staff<br />Interviews:<br />Management staff and leadership<br />Internal documents review and HR Worksheet<br />
Roadmap: Tailoring the Assessment<br /><ul><li> Each matrix element has corresponding questions within each instrument
Social Justice</li></li></ul><li> Sample Key Term<br />Health Inequities are differences in health status and death rates across population groups that are systematic, avoidable, unfair, and unjust. These differences are sustained over time and generations, and are beyond the control of individuals. These differences follow the larger patterns of inequality that exist in society. This is different from the term health disparities, which emphasizes that differences exist but does not consider the relationship to patterns of social inequalities.<br />
Key Term Examples<br />A local health department addressing health inequities targets the health issues facing the community it serves, while at the same time working to address the inequalities in the social and environmental conditions that contribute to the differences in illness and injury. For example, in addition to providing individuals with WIC vouchers, a local health department also works to advocate for improved access to sustainable, affordable, healthy food in neighborhoods with few resources.<br />
Collaboration with external partners & policy-makers
Working with communities to address health inequities
Supporting staff to address health inequities</li></li></ul><li>Staff Survey Sample Question<br />17. I think we have strategies in place in [LHD] to advocate for public policies that address environmental, social and/or economic conditions that impact health inequities.<br /> □ No □ Moving in that Direction <br /> □ Yes □ I don’t know<br />Matrix element:<br />Institutional Commitment to Address Health Inequities<br />
Collaborating Partners Survey<br /><ul><li>Administered online or by paper
Select group of partners is asked to participate
Efforts to build community capacity </li></li></ul><li>Collaborating Partners Survey Sample Question<br />50. [LHD] builds the leadership capacity of community members to advocate on issues affecting the root causes of health inequities.<br /> □ Yes □ Moving in that Direction <br /> □ No □ I don’t know<br />Matrix element:<br />Community Organizing Skills<br />
Staff Focus Groups<br /><ul><li>Administered by external facilitator
Staff members’ input to organizational plan to address health inequities</li></li></ul><li>Staff Focus Group Sample Question<br />4. What has [LHD] done to help you learn about and develop skills to address root causes of health inequities?<br />Matrix element:<br />Supporting staff to address health inequities<br />
Administrative processes </li></li></ul><li>Management Interview Sample Question<br />12. Would you say [LHD] has a culture that encourages learning, growth, and change?<br />a. (Probe: How are staff encouraged to challenge assumptions and the status quo? How does [LHD] give positive incentives for feedback? Are there repercussions if staff make a mistake etc.?)<br />b. What types of risk-taking does [LHD] successfully encourage? (i.e. hiring people without traditional qualifications, advocating for public policies that address the determinants of health, etc.)?<br />Matrix element:<br />Institutional Support for Innovation<br />
Internal Document Review<br /><ul><li>Identify priority areas of Inquiry
Systematic review of organization’s documents
Explores institutional commitment and capacity to address health inequities</li></li></ul><li>Internal Document Review Sample Question<br />14a. Are County Classifications written so that the educational requirements do not eliminate candidates with the experience, skills and qualities needed to do health equity work in a local health department?<br />Matrix element:<br />Hiring to Address Health Inequities<br />
Reframing Department Leadership</li></li></ul><li>Question & Answer Session<br />Ask a question via “chat” using the box on the lower left of your screen. <br />If we cannot get to your question today, please consider posting it to the Coalition’s website (http://healthequity.naccho.org) .<br />
Discussion<br /><ul><li> How do you see this being relevant to the work of your LHD?
What resources would you need to be able to carry this out?
Do you think your LHD is ready to to implement the Self-Assessment? If not, what would it take to get there?</li></li></ul><li>Discussion<br /><ul><li>With whom can you work? What role do you see for:
How could we provide assistance?</li></li></ul><li>Additional Information<br />Toolkit available at:<br />www.barhii.org<br />Feel free to contact:<br />Sandi Galvez<br />Senior Associate<br />email@example.com<br />(510) 302-3369<br />
Thank you!<br />If you have any questions or additional comments please feel free to contact:<br />Ashley Bowen, MAProgram Associate, Health Equity & Social JusticeNACCHO(202) 507-4282 firstname.lastname@example.org<br />Or visit<br />http://healthequity.naccho.org<br />