CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the third in the series.
This document summarizes insights from leaders of initiatives working to improve community health and reduce disparities. It discusses challenges such as securing sustainable funding, engaging diverse stakeholders, measuring progress, and maintaining a long-term vision for health system transformation. Leaders emphasize the importance of focusing on social determinants of health, ensuring stakeholders are ready for collaboration, and balancing strategic goals with adaptability.
The document provides resources for planning and sustaining community health partnerships and initiatives. It includes general guidance documents, toolkits, templates, case studies and examples across several categories: sustainability planning, evaluation, data and metrics, funding, communications, engagement, policy and advocacy, and project management. The resources aim to support stakeholders in strengthening partnerships, measuring impact, securing ongoing funding, and sustaining work beyond initial funding timeframes.
This document provides information about an upcoming summit on Managed Long Term Services and Supports (MLTSS) programs to be held on February 23-24, 2016 in Arlington, VA. The summit will discuss strategies for states and managed care organizations to improve MLTSS programs through innovation, quality measurement, and care coordination. It outlines the agenda, including keynote speakers from CMS, and case studies on integrating behavioral health, improving access to home and community-based services, and supporting employment for LTSS members. Sponsorship opportunities are also advertised.
This document is the foreword and introduction to Volume 2 of The Stakeholder Engagement Manual. It acknowledges contributions from AccountAbility, the United Nations Environment Programme, and Stakeholder Research Associates. The forewords discuss how stakeholder engagement can help companies address challenges, align corporate strategy with sustainability, and create value for all stakeholders. The introduction explains that Volume 2 builds on Volume 1 by providing practical guidance for strategic stakeholder engagement planning and implementation.
Monitoring engagement using the National Principles for Public Engagement in ...Participation Cymru
The session at the All Wales Residential Participation Network 2012 enabled participants to better understand how to use the National Principles for Public Engagement in Wales to evaluate engagement activities.
Galluogodd y sesiwn yma yn Rhwydwaith Cyfranogaeth Breswyl Cymru Gyfan 2012 i gyfranogwyr deall yn well sut i ddefnyddio Egwyddorion Cenedlaethol ar gyfer Ymgysylltiad Cyhoeddus yng Nghymru i werthuso gweithgareddau ymgysylltu.
The document proposes a participatory M&E framework for MAMTA HIMC, an NGO working in women and child health in India. It identifies MAMTA's current challenges in measuring long-term outcomes and empowering communities. The proposed framework involves forming community-based organizations during projects that are empowered to conduct M&E after projects end. This would allow MAMTA and local governments to collect long-term outcome data and ensure the sustainability of M&E processes in communities. The framework draws from literature on participatory monitoring and evaluation and was informed by interviews with MAMTA staff and partners.
Strengthening Community Capacity for Effective Advocacy: A Strategy Developme...Humentum
Robert Musoke, PATH Uganda; Bernard Byagageire, PATH Uganda; Jennifer Gaberu, PATH Uganda. Presentation made during Humentum's Capacity for Humanity conference, February 2018.
This document provides a roadmap for building an effective environmental employee engagement program. It outlines a four-phase approach:
1) Define clear business goals and metrics to measure success.
2) Get employees engaged by motivating them to complete measurable environmental tasks.
3) Harness engaged employees' enthusiasm to recruit others and achieve greater results.
4) Build executive support, identify champions, and integrate the program with HR to impact company culture.
The roadmap translates engagement into getting employees excited to "board the bus" of the program and then ask others to join. It aims to demonstrate business benefits, engage all employees, and transform many into environmental leaders both at work and beyond.
This document summarizes insights from leaders of initiatives working to improve community health and reduce disparities. It discusses challenges such as securing sustainable funding, engaging diverse stakeholders, measuring progress, and maintaining a long-term vision for health system transformation. Leaders emphasize the importance of focusing on social determinants of health, ensuring stakeholders are ready for collaboration, and balancing strategic goals with adaptability.
The document provides resources for planning and sustaining community health partnerships and initiatives. It includes general guidance documents, toolkits, templates, case studies and examples across several categories: sustainability planning, evaluation, data and metrics, funding, communications, engagement, policy and advocacy, and project management. The resources aim to support stakeholders in strengthening partnerships, measuring impact, securing ongoing funding, and sustaining work beyond initial funding timeframes.
This document provides information about an upcoming summit on Managed Long Term Services and Supports (MLTSS) programs to be held on February 23-24, 2016 in Arlington, VA. The summit will discuss strategies for states and managed care organizations to improve MLTSS programs through innovation, quality measurement, and care coordination. It outlines the agenda, including keynote speakers from CMS, and case studies on integrating behavioral health, improving access to home and community-based services, and supporting employment for LTSS members. Sponsorship opportunities are also advertised.
This document is the foreword and introduction to Volume 2 of The Stakeholder Engagement Manual. It acknowledges contributions from AccountAbility, the United Nations Environment Programme, and Stakeholder Research Associates. The forewords discuss how stakeholder engagement can help companies address challenges, align corporate strategy with sustainability, and create value for all stakeholders. The introduction explains that Volume 2 builds on Volume 1 by providing practical guidance for strategic stakeholder engagement planning and implementation.
Monitoring engagement using the National Principles for Public Engagement in ...Participation Cymru
The session at the All Wales Residential Participation Network 2012 enabled participants to better understand how to use the National Principles for Public Engagement in Wales to evaluate engagement activities.
Galluogodd y sesiwn yma yn Rhwydwaith Cyfranogaeth Breswyl Cymru Gyfan 2012 i gyfranogwyr deall yn well sut i ddefnyddio Egwyddorion Cenedlaethol ar gyfer Ymgysylltiad Cyhoeddus yng Nghymru i werthuso gweithgareddau ymgysylltu.
The document proposes a participatory M&E framework for MAMTA HIMC, an NGO working in women and child health in India. It identifies MAMTA's current challenges in measuring long-term outcomes and empowering communities. The proposed framework involves forming community-based organizations during projects that are empowered to conduct M&E after projects end. This would allow MAMTA and local governments to collect long-term outcome data and ensure the sustainability of M&E processes in communities. The framework draws from literature on participatory monitoring and evaluation and was informed by interviews with MAMTA staff and partners.
Strengthening Community Capacity for Effective Advocacy: A Strategy Developme...Humentum
Robert Musoke, PATH Uganda; Bernard Byagageire, PATH Uganda; Jennifer Gaberu, PATH Uganda. Presentation made during Humentum's Capacity for Humanity conference, February 2018.
This document provides a roadmap for building an effective environmental employee engagement program. It outlines a four-phase approach:
1) Define clear business goals and metrics to measure success.
2) Get employees engaged by motivating them to complete measurable environmental tasks.
3) Harness engaged employees' enthusiasm to recruit others and achieve greater results.
4) Build executive support, identify champions, and integrate the program with HR to impact company culture.
The roadmap translates engagement into getting employees excited to "board the bus" of the program and then ask others to join. It aims to demonstrate business benefits, engage all employees, and transform many into environmental leaders both at work and beyond.
This is the newest IAP2 USA Brochure with information on training, professional development, our core values, code of ethics, and public participation spectrum. Feel free to share and utilize for your work in the field.
Vol 1 Stakeholder Engagement Practitioners PerspectivesMas Business
This document provides an overview and introduction to a two-volume manual on stakeholder engagement. Volume 1 shares perspectives from corporations, non-governmental organizations, international trade unions, and industry associations on why and how they engage with stakeholders. Volume 2 will provide practical guidance and tools for effective stakeholder engagement based on best practices. The manual was commissioned by UNEP to promote stakeholder engagement as a means of advancing sustainable development. It includes interviews with over three dozen practitioners representing diverse organizations.
Health Services Research UK 2019 Public InvolvementSimon Denegri
Presentation by Simon Denegri on public perspectives on the impact of health research and issues with understanding the impact of public involvement in research
CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the fourth in the series.
PHN Role in Mental Health - Walter Kmet June 2016Walter Kmet
WentWest is focused on reforming the mental health system through its role as the Western Sydney Primary Health Network. It aims to [1] commission new services to address gaps, [2] meaningfully engage consumers in decision making, and [3] better integrate mental health services with primary care. This will help shift the focus from crisis services to prevention and coordinated care across the continuum.
Consumer Workshop - Walter Kmet June 2015Walter Kmet
The document discusses a consumer and community engagement forum held by WentWest Primary Health Network. It provides an overview of key topics discussed at the forum:
1. Developing a "toolkit" to support effective consumer and community engagement strategies for primary care organizations.
2. The importance of partnerships between organizations to achieve integrated care, meet community needs, and improve health outcomes.
3. A 10-step process for developing a consumer and community engagement strategy that includes scoping, understanding local needs, identifying partners, developing engagement mechanisms, and monitoring effectiveness.
This document summarizes a scan of international best practices in financial counseling for low-income individuals. Key informants in several countries were interviewed about their perspectives on best practices. Four overarching themes of best practices emerged: 1) creating a foundation for behavior change, 2) tailoring programs to specific client populations, 3) adopting client-centered practices, and 4) helping to build a viable financial counseling field. While there is consensus around these themes, more research is still needed to substantiate practices and build an evidence base to guide the evolution of the field. Behavioral economics principles have strongly influenced financial counseling approaches.
The document provides an overview of technical assistance and resources available to State Action Coalitions involved in the Future of Nursing: Campaign for Action. It outlines support in the areas of communications, planning, content resources, and site visit planning to help coalitions advance key recommendations from the Institute of Medicine's report on the future of nursing. Contact information is provided for campaign staff who can provide customized assistance to coalitions.
HTN Collective impact in Austin Final SlidesNikki Trevino
The document summarizes the work of the Healthy Youth Partnership (HYP) in Austin, Texas to improve youth services through collaboration. HYP was formed to address the needs identified in a needs assessment involving numerous organizations. It focuses on collective impact principles like having a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication, and backbone support. HYP has experienced both support like from partner organizations and challenges like lack of funding in sustaining its work. It outlines strategies used to strengthen collaborations like leadership development and funding partnerships.
This document discusses different forms of public engagement that could be appropriate for drug policy decisions. It notes that deliberative public engagement events can incorporate diverse perspectives but may not be fully representative. It advocates for participatory governance with advisory bodies that regularly refresh their engagement to better reflect the public. Experiments with different engagement methods should be assessed to help balance input with decision efficiency.
CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the first in the series.
Ceren Ozer of the World Bank and Brigitta Villaronga of GIZ have been working together for about 18 months to support development of universal health coverage in several countries. This raises not only issues of how to transform health systems, but how to work within organizations that are not adept at addressing complex challenges.
Community mob workshop slides for sharing day 2TMCMED
The document summarizes steps in a community action cycle for community mobilization on health issues:
1. Prepare to mobilize by selecting an issue, forming a team, and gathering community information.
2. Explore the issues and set priorities by analyzing health problems and deciding objectives.
3. Plan together by determining activities, roles, and resources to achieve objectives.
4. Act together by accompanying community actions, strengthening capacity, monitoring progress, and problem-solving challenges.
The document discusses addressing denial, stigma, and discrimination faced by people living with HIV/AIDS. It shares experiences of various organizations that have created more enabling environments through approaches like increasing openness, counseling family members, training healthcare workers, and empowering people living with HIV/AIDS. It also recommends forming a group called AAROHII to document work on stigma and discrimination and influence policies to reduce it.
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
The document provides an overview of the 8 steps to building an effective coalition: 1) analyze program objectives and determine if a coalition is needed; 2) recruit the right members; 3) devise preliminary objectives and activities; 4) convene the coalition; 5) anticipate necessary resources; 6) develop a successful structure; 7) maintain coalition vitality; and 8) improve through evaluation. It discusses why coalitions are important for accomplishing goals, bringing diverse perspectives together, and increasing advocacy power. The document also covers factors to consider like identifying the right partners, setting objectives, allocating resources, and evaluating effectiveness.
This document discusses trends in peer delivered healthcare services in the United States. It notes that 47 states and territories now offer certifications for peer specialists and recovery coaches. It reviews research that has found peer support services can be effective in engaging people in care, reducing emergency room use and substance use. The document then presents projections for revenue and costs for a 3-5 person peer support team over 3 years, estimating they could generate over $4 million in revenue by the third year at a 93% gross margin.
Businesses & Public Health: Partnering for PreventionCoalitions Work
Explores why businesses should focus on strategies that change policies, systems & environments within workplace, as well as advocate for community-wide changes that make their employees healthier when not at work!
Reimbursement to Value in Telehealth - Karen JohnsonKC Digital Drive
New Opportunities in Collaboration
Comprehensive Primary Care Plus
KC Health Collaborative
13 April 2017
KC Digital Drive Health Innovation Team
Venue: Kauffman Foundation
This document discusses opportunities and challenges for community organizations in engaging with the changing healthcare environment for aging populations. It outlines how community organizations are well-positioned to innovate through person-focused care, mitigate financial risk for healthcare entities, help transition patients through different care settings, and support end-of-life needs. However, key challenges include engaging healthcare partners who have different cultures, financially aligning, sharing data, and translating awareness of opportunities into concrete actions through organizational reinvention. The document provides strategies for community organizations to build partnerships and their business case for engagement.
This document discusses sustainability in the context of urban health models. It provides various definitions of sustainability from different organizations, noting there is no single agreed upon definition. Sustainability is described as the continuation of benefits from a project over an extended period after external support ends. The document outlines SNEHA's conceptual approaches to sustainability planning, including a community capacity building perspective that focuses on empowering informal women's groups to address community health needs and promote healthy practices.
This is the newest IAP2 USA Brochure with information on training, professional development, our core values, code of ethics, and public participation spectrum. Feel free to share and utilize for your work in the field.
Vol 1 Stakeholder Engagement Practitioners PerspectivesMas Business
This document provides an overview and introduction to a two-volume manual on stakeholder engagement. Volume 1 shares perspectives from corporations, non-governmental organizations, international trade unions, and industry associations on why and how they engage with stakeholders. Volume 2 will provide practical guidance and tools for effective stakeholder engagement based on best practices. The manual was commissioned by UNEP to promote stakeholder engagement as a means of advancing sustainable development. It includes interviews with over three dozen practitioners representing diverse organizations.
Health Services Research UK 2019 Public InvolvementSimon Denegri
Presentation by Simon Denegri on public perspectives on the impact of health research and issues with understanding the impact of public involvement in research
CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the fourth in the series.
PHN Role in Mental Health - Walter Kmet June 2016Walter Kmet
WentWest is focused on reforming the mental health system through its role as the Western Sydney Primary Health Network. It aims to [1] commission new services to address gaps, [2] meaningfully engage consumers in decision making, and [3] better integrate mental health services with primary care. This will help shift the focus from crisis services to prevention and coordinated care across the continuum.
Consumer Workshop - Walter Kmet June 2015Walter Kmet
The document discusses a consumer and community engagement forum held by WentWest Primary Health Network. It provides an overview of key topics discussed at the forum:
1. Developing a "toolkit" to support effective consumer and community engagement strategies for primary care organizations.
2. The importance of partnerships between organizations to achieve integrated care, meet community needs, and improve health outcomes.
3. A 10-step process for developing a consumer and community engagement strategy that includes scoping, understanding local needs, identifying partners, developing engagement mechanisms, and monitoring effectiveness.
This document summarizes a scan of international best practices in financial counseling for low-income individuals. Key informants in several countries were interviewed about their perspectives on best practices. Four overarching themes of best practices emerged: 1) creating a foundation for behavior change, 2) tailoring programs to specific client populations, 3) adopting client-centered practices, and 4) helping to build a viable financial counseling field. While there is consensus around these themes, more research is still needed to substantiate practices and build an evidence base to guide the evolution of the field. Behavioral economics principles have strongly influenced financial counseling approaches.
The document provides an overview of technical assistance and resources available to State Action Coalitions involved in the Future of Nursing: Campaign for Action. It outlines support in the areas of communications, planning, content resources, and site visit planning to help coalitions advance key recommendations from the Institute of Medicine's report on the future of nursing. Contact information is provided for campaign staff who can provide customized assistance to coalitions.
HTN Collective impact in Austin Final SlidesNikki Trevino
The document summarizes the work of the Healthy Youth Partnership (HYP) in Austin, Texas to improve youth services through collaboration. HYP was formed to address the needs identified in a needs assessment involving numerous organizations. It focuses on collective impact principles like having a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication, and backbone support. HYP has experienced both support like from partner organizations and challenges like lack of funding in sustaining its work. It outlines strategies used to strengthen collaborations like leadership development and funding partnerships.
This document discusses different forms of public engagement that could be appropriate for drug policy decisions. It notes that deliberative public engagement events can incorporate diverse perspectives but may not be fully representative. It advocates for participatory governance with advisory bodies that regularly refresh their engagement to better reflect the public. Experiments with different engagement methods should be assessed to help balance input with decision efficiency.
CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the first in the series.
Ceren Ozer of the World Bank and Brigitta Villaronga of GIZ have been working together for about 18 months to support development of universal health coverage in several countries. This raises not only issues of how to transform health systems, but how to work within organizations that are not adept at addressing complex challenges.
Community mob workshop slides for sharing day 2TMCMED
The document summarizes steps in a community action cycle for community mobilization on health issues:
1. Prepare to mobilize by selecting an issue, forming a team, and gathering community information.
2. Explore the issues and set priorities by analyzing health problems and deciding objectives.
3. Plan together by determining activities, roles, and resources to achieve objectives.
4. Act together by accompanying community actions, strengthening capacity, monitoring progress, and problem-solving challenges.
The document discusses addressing denial, stigma, and discrimination faced by people living with HIV/AIDS. It shares experiences of various organizations that have created more enabling environments through approaches like increasing openness, counseling family members, training healthcare workers, and empowering people living with HIV/AIDS. It also recommends forming a group called AAROHII to document work on stigma and discrimination and influence policies to reduce it.
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
The document provides an overview of the 8 steps to building an effective coalition: 1) analyze program objectives and determine if a coalition is needed; 2) recruit the right members; 3) devise preliminary objectives and activities; 4) convene the coalition; 5) anticipate necessary resources; 6) develop a successful structure; 7) maintain coalition vitality; and 8) improve through evaluation. It discusses why coalitions are important for accomplishing goals, bringing diverse perspectives together, and increasing advocacy power. The document also covers factors to consider like identifying the right partners, setting objectives, allocating resources, and evaluating effectiveness.
This document discusses trends in peer delivered healthcare services in the United States. It notes that 47 states and territories now offer certifications for peer specialists and recovery coaches. It reviews research that has found peer support services can be effective in engaging people in care, reducing emergency room use and substance use. The document then presents projections for revenue and costs for a 3-5 person peer support team over 3 years, estimating they could generate over $4 million in revenue by the third year at a 93% gross margin.
Businesses & Public Health: Partnering for PreventionCoalitions Work
Explores why businesses should focus on strategies that change policies, systems & environments within workplace, as well as advocate for community-wide changes that make their employees healthier when not at work!
Reimbursement to Value in Telehealth - Karen JohnsonKC Digital Drive
New Opportunities in Collaboration
Comprehensive Primary Care Plus
KC Health Collaborative
13 April 2017
KC Digital Drive Health Innovation Team
Venue: Kauffman Foundation
This document discusses opportunities and challenges for community organizations in engaging with the changing healthcare environment for aging populations. It outlines how community organizations are well-positioned to innovate through person-focused care, mitigate financial risk for healthcare entities, help transition patients through different care settings, and support end-of-life needs. However, key challenges include engaging healthcare partners who have different cultures, financially aligning, sharing data, and translating awareness of opportunities into concrete actions through organizational reinvention. The document provides strategies for community organizations to build partnerships and their business case for engagement.
This document discusses sustainability in the context of urban health models. It provides various definitions of sustainability from different organizations, noting there is no single agreed upon definition. Sustainability is described as the continuation of benefits from a project over an extended period after external support ends. The document outlines SNEHA's conceptual approaches to sustainability planning, including a community capacity building perspective that focuses on empowering informal women's groups to address community health needs and promote healthy practices.
The Wellness Referral System (WRS) in Albuquerque took over 2 years to develop and launch, beginning in 2013. Key partners including Presbyterian Healthcare Services, Adelante Development Center, and FirstChoice Community Healthcare collaborated to create a system linking clinical sites to community resources. The WRS launched in January 2016 and continues to refine its processes based on lessons learned. Some challenges included ensuring alignment between partners' goals, communicating class cancellations in real-time, and addressing clinics' existing referral pathways. Community input and having clinical champions were important to the partnership's success. Data sharing and sustainability remain ongoing areas of focus as the WRS expands to serve more patients.
The department of health in taiwan initiated community health developmentMaricris Santos
The document discusses community health development (CHD) in Taiwan and the appropriateness of using participatory action research (PAR) to evaluate CHD. It explores the theoretical concepts of CHD and finds that PAR is a flexible approach that can capture the complex social and health phenomena in the CHD framework. PAR is appropriate for both the methodological framework of CHD evaluation and enhancing the actualization of CHD.
The document discusses the importance of person-centered collaborative care for people with long-term conditions. It aims to move this approach from isolated examples to mainstream practice by creating the right conditions through workforce development, evidence, and influencing healthcare systems. This will be done by supporting practitioners, patients, families and communities in a "powerful movement for change" where patients are at the heart of decision-making.
These slides are from a presentation at the Think Local Act Personal conference on 26th November 2014. The slides and short film provide an introduction to the Coalition for Collaborative Care and its vision for a better deal for people with long-term conditions.
2016 association for community health improvement conference: summary of proc...Innovations2Solutions
The Association for Community Health Improvement (ACHI) held its annual national conference from March 1-3, 2016. The ACHI
is the premier national association for community health, community bene t and healthy communities’ professionals. This year’s conference was held in Baltimore, Maryland, and centered on discussion around the “From Health Care to Healthy Communities” idea.
The event brought together hundreds of community thought leaders, population health experts and community organizations, in sessions of collaborative engagement and learning. Presentations and interactive meetings introduced and critically discussed the latest tools and approaches to population and community health. This summary provides an overview of some of the key themes and takeaways that emerged from the conference.
1INTERPERSONAL RELATIONS2 1 Aggression and Violence.docxfelicidaddinwoodie
1
INTERPERSONAL RELATIONS
2
1: Aggression and Violence
Aggression is, “an act or behavior that intentionally hurts another person, either physically or psychologically” (Matsumoto & Juang, 2008, p. 389). While some expressions of aggression are universal, cross-cultural differences exist in the type and level of aggression that are considered to be legally or socially sanctioned. There have been multiple reasons proposed by theorists to explain these cultural differences in the type (verbal, physical, etc.) and level of aggression expressed across cultures.
For this Discussion,review this week’s Learning Resources. Select a culture and consider how this culture expresses aggression.
With these thoughts in mind:
a brief description of the culture you selected. Provide an example of a behavior that may be perceived as aggressive by culture you selected and explain why. Then, provide an example of a behavior that may be perceived as aggressive across most cultures and explain why. Finally explain how socially sanctioned violence is acceptable within certain cultures. Support your responses using the Learning Resources and the current literature.
.
Reference:
Matsumoto, D., & Juang, L. (2008). Culture and psychology (4th ed.). Belmont, CA: Thomson Wadsworth.
2: Attribution
“Not only do people bolster beliefs in their ability to control in response to successful control of an event but also they hold an unwarranted belief that they can control chance events,” states Yamaguchi (Matsumoto (Ed.), 2001, pp. 226–227) in the course text. While members of all cultures have the goal of protecting self-image following failures, differences exist among cultures in terms of the attributions made for the failure and success of a task. Thus, while the self-serving bias is universally applied, the specific attributions made differ cross-culturally. In some cultures, it is assumed that failure is attributable to situational factors while others assume dispositional factors.
Differences also exist in how the failure or success of another individual is attributed. Consider the relevance of attributions for success and failure for the scholar-practitioner working in a multicultural environment or in a global company. How would knowledge of how individuals’ attribute their own or others failure impact a team, classroom, or organization?
For this Discussion, imagine that a group of business people from two different cultures (one from a collectivistic culture and another from an individualistic culture) work together on a business project, and at the end, the project fails. Consider how people from individualistic and collectivistic cultures respond to failure and the factors to which they would most likely attribute their failures.
With these thoughts in mind:
a brief comparison of the similarities and differences of attribution styles in individualistic and collectivistic cultures. Then provide an example of a group situation in which a proj ...
Spotlight Webinar: Applying a health equity lens to program planningHealth Evidence™
This document summarizes a webinar on applying a health equity lens to program planning. The webinar introduced a community planning tool developed by Fraser Health to help incorporate equity considerations into public health program design. It provided an overview of the tool's 7 steps and 2 case studies of the tool in use. City of Delta and Fraser Health's South Asian Health Institute discussed how using the tool surfaced inequities and engaged partners and community. Key themes were serving disadvantaged groups, acknowledging strengths, building community capacity, and eliminating barriers. The tool is meant to supplement existing processes and support learning to apply an equity lens.
The Massachusetts League of Community Health Centers partnered with GE Healthcare to launch the IMPACT initiative, which provides performance improvement training to community health center staff. The training includes modules on leadership, process improvement techniques, and implementing changes. Participating health centers have reported reductions in call wait times, patient discharge times, and improvements to appointment availability. The training aims to help health centers enhance the quality and affordability of care they provide.
Running head PROJECT AND FUNDER YOUTH HOMELESS SHELTER .docxjeanettehully
Running head: PROJECT AND FUNDER YOUTH HOMELESS SHELTER 1
PROJECT AND FUNDER YOUTH HOMELESS SHELTER 5
Project and funder youth homeless shelter
Student name:
Institution:
Course:
Professor:
Date:
Part one
The description of the grant to be used in this paper includes the promotion and foster of community partnerships to reduce homelessness in various communities. In essence, the project is intended to engage both provincial and territorial government levels to join the effort of aligning homelessness investments and priorities with the ultimate goals and objectives to prevent and reduce the aspect of homelessness especially in many youths (Forchuk, 2018). To elaborate, the grant is a unique program based on community affairs with the ultimate goals of eliminating if not reducing homelessness issues within various communities. Moreover, the project is aimed to accomplish this by encouraging funders to directly provide their support and funds to about sixty designated communities across all territories and provinces that are possible to reach. The most appropriate hyperlink for identifying RFP is: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6054288/
One of the significant factors that make this grant to be worth and for one to gain the confidant of pursuing it is the fact that it has been witnessed working for other countries. For instance, the grant was implemented in Canada in 2011, where it served over three hundred projects and managed to raise over fifty-five million Canadian dollars. The funds were well utilized by focusing them on, especially youth and young adults of age fifteen to twenty-eight. Based on that, it is a potential grant that I believe if well managed it is worth to take the risk as it guarantees the reduction of homelessness.
For evaluation purposes, several questions were identified to assess whether the grant was aligned with the objectives and goals of eliminating or reducing the aspect homelessness in various communities within the country. Furthermore, there were designed questions that aimed at assessing the progress of the program in its implementation including coordination, communication, reporting, adherence to housing first principles, monitoring as well as an assessment of early outcomes of the grant.
In accomplishing all the necessary criteria that were required by the project, I utilized Bing as my search engine for the task.
The goals and objectives of the selected funding agency are to ensure that it provides all the necessary resources that can enable the non-profitable organizations with its purposes of fulfilling the intended impact towards the communities concerned. Besides, the agency is aimed at addressing the essential issues relating to homelessness of especially youths and young adults within different communities.
The primary reason for selecting the RFP is accompanied by the fact that commu ...
This article discusses approaches to setting standards for evaluating community-based health promotion programs. It presents a typology of different types of standards, including arbitrary, experiential, utility, historical, scientific, normative, propriety, and feasibility standards. The article argues that evaluations should adopt a "salutogenic orientation" focused on health, well-being and empowerment. It also stresses the importance of collaborative and participatory evaluation approaches that incorporate multiple stakeholders' perspectives. Overall, the article aims to provide a framework for setting standards that can make the evaluation process more transparent and mutually beneficial for communities and funders/policymakers.
This document discusses the need for a new transportation planning paradigm that focuses on moving and connecting people rather than vehicles. The old paradigm prioritized reducing congestion through road expansion, but this is no longer financially viable given rising maintenance costs. The new paradigm emphasizes access, multimodal options, community values like health, environment and quality of life. It requires transportation professionals to listen, engage diverse stakeholders, think creatively about community visions, and demonstrate leadership in developing new policies and tools aligned with this paradigm. Professionals must foster an openness to new challenges and a willingness to redefine problems and solutions.
System Enhancement Initiative LRC Recommendation Exploration Team handoutCody Manthei
This document discusses 3 potential recommendations from an exploration team for the LRC:
1. Adding a peer specialist in Building 5 to provide peer support services.
2. Developing cottages on the LRC grounds that could provide drop-in center activities and support to help with community transitions.
3. Implementing a telemedicine/telehealth program using technology to expand access to care beyond physical locations and times.
Using Stakeholder Feedback to Set Strategy and Manage RiskTracy Houston
This document discusses how gathering feedback from stakeholders can help hospitals develop strategic advantage and manage risk. It recommends that hospitals regularly seek stakeholder perspectives through surveys and interviews to understand how the organization is perceived and what issues stakeholders see as opportunities or challenges. By mapping this feedback against organizational strategies and values, hospitals can identify emerging priorities, anticipate changes, and develop strategic responses. This process provides strategic intelligence that helps minimize risks from unmet stakeholder needs or conflicts between organizational and stakeholder values. The document provides questions to guide boards in comparing stakeholder feedback to strategies, prioritizing issues, and determining appropriate strategic responses.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
This document discusses approaches to measuring the impact of networks in the social sector. It provides three case studies:
1) Big Society Capital, which developed a shared outcomes matrix and is working on shared metrics to standardize impact measurement across organizations.
2) The Utrecht Social Impact Factory, a common platform network that provides co-working space and an online impact measurement tool to help members measure social impact.
3) West London Zone, a formally integrated network and collective impact initiative working to improve outcomes for at-risk children through coordinated service delivery and data sharing between partner organizations.
The document examines how different types of networks create value and the different roles funders can play in supporting standardized approaches, shared
Thought Leadership Blog - Leading the Way in Patient CareVimDrugs
Welcome, Everyone! We are excited to share insights on the evolving healthcare landscape and Vim's commitment to leading the way in patient care. Today, we'll delve into key trends impacting the US pharmacy industry, packed with revealing statistics and Vim's innovative approach to navigating them.
From navigating complex regulations to fostering patient trust, the demands on healthcare leaders are monumental. But with the right skills and strategies, they can become agents of positive change, transforming both individual lives and the healthcare system at large
Thought Leadership Blog - Leading the Way in Patient Caresree85981
Explore insightful perspectives on patient care and healthcare trends in our thought leadership blog. Stay informed and lead the way in patient well-being.
172017 Public Health What It Is and How It Workshttps.docxfelicidaddinwoodie
1/7/2017 Public Health: What It Is and How It Works
https://bookshelf.vitalsource.com/#/books/9781284046342/cfi/12!/4/2/22/6/[email protected]:33.0 1/2
PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book
may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
mobilization and constituency building. PATCH focuses on orienting and training community leaders and other
community participants in all aspects of the community needs assessment process and includes excellent
documentation and resource materials. Although originally developed by the Centers for Disease Control and
Prevention (CDC) to focus on chronic health conditions and stimulate health promotion and disease prevention
interventions, PATCH is flexible enough to be used in a wide variety of community health needs assessment
applications.
Another important tool for addressing public health core functions and their associated processes is Model
Standards, Healthy Communities.8 The steps outlined for implementation of the Model Standards process in the
community link many of the various core functionrelated tools; they represent, in effect, a pathway for
organizations to participate in community health improvement activities.
1. Assessment of organizational role. Communities are organized and structured differently. As a result, the
specific roles of local public health organizations will vary from community to community. An essential
first step is to reexamine organizational purpose and mission and develop a longrange vision through
strategic planning involving its internal and external constituencies. The resulting mission statement and
longrange vision serve to guide the organization (leadership and board, as well as employees) and to define
it for its community partners. This critical step should be completed before the remaining steps can be
successfully addressed. Part I of APEXPH and the expanded strategic planning elements of MAPP are
useful in accomplishing this task.
2. Assessment of organizational capacity. After mission and role have been defined, it is necessary to
examine an organization’s capacity to carry out its role in the community. This calls for an assessment of
the major operational elements of the organization, including its structure and performance for specific
tasks. This type of organizational and local public health system selfassessment is best carried out through
broad participation from all levels. Both APEXPH and MAPP include hundreds of indicators that can be
used in this capacity assessment. These indicators can be modified or eliminated if deemed inappropriate,
and additional indicators can also be used. This step serves to identify strengths and weaknesses relative to
mission and role.
3. Development of a capacitybuilding plan. The development of a capacitybuilding plan incorporates the
organization’s strengths and prioritizes its weaknesses so that the m ...
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
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1. Improving Health – Eliminating Disparities
Communities Joined in Action
Take-Home Advice from
Community Initiatives
Improving Health & Equity
A CJA UPDATE: MONITORING THE NATIONAL
TECHNICAL ASSISTANCE LANDSCAPE
September 2016
Thousands of communities are moving forward on their long, but important journeys to improve
population health.These regular updates, produced by Communities Joined in Action (CJA), are intended to
provide usable, take-home advice that can accelerate local organizations’ efforts towards achieving better
health and well-being for their communities.
Evidence shows technical assistance tailored to the needs of local communities is paramount in driving
local health system change. However, there is no universally accepted definition of what level of support
is considered technical assistance, nor is there a single approach to technical assistance that guarantees
organizational or programmatic success.This report uses a broad definition of technical assistance that
includes coaching and facilitation of peer learning.
CJA drew upon the wisdom of experienced technical assistance providers to identify current trends
that can guide engagement with community leaders and help bring value to funders.These learnings are
beneficial to organizations receiving technical assistance, providers of technical assistance, and funders
of community health improvement initiatives. By sharing successes and challenges, CJA hopes to give
communities useful perspectives and inspiration to accelerate achievement of their intended goals.
2. COMMON THEMES EMERGED FROM
INTERVIEWS WITH TECHNICAL
ASSISTANCE PROVIDERS AND
CATALYST LEADERS.
CJA IDENTIFIED OPPORTUNITIES
TO ENHANCE THE PROVISION AND
RECEIPT OF TECHNICAL ASSISTANCE
IN THE FOLLOWING AREAS:
FOCUS ON
SUSTAINABLE
IMPACT
DEVELOP A
STRATEGIC
MINDSET
MAINTAIN
FLEXIBILITY
REMAIN
PATIENT
APPRECIATE
PEER
LEARNING
VALUE
RELATIONSHIPS
DEVELOP A STRATEGIC
MINDSET
FOCUS ON
SUSTAINABLE IMPACT
A big-picture orientation is necessary to create large-scale
change. Often times, understanding the big picture requires a
shift in mindset.Technical assistance can help organizations and
leaders broaden their view, understanding the full scope of issues
influencing the outcome and the breadth of coalition partners
necessary to meaningfully address it.
“We believe the way you think impacts the actions you take and the
results you get,” explains Karen Minyard, executive director of the
Georgia Health Policy Center. “Creating a strategic mindset and
shared understanding of dynamics related to leadership, partnership
engagement, the program approach, the outcome of interest, and the
local context requires consistent support and focus over several years.”
Developing a strategic mindset, Minyard adds, enables stakeholders
to get on the same page by developing a clearly defined vision of
what is to be achieved and ensuring all partners share this vision
and can align activities around this common agenda.
“When there are too many goals or goals are too broad, a prevailing
sense of being overwhelmed can often obstruct the collaborative from
moving forward,” says Chris Parker, co-principal investigator of
Bridging for Health.“It is important in the advising process, however,
to value the interconnectedness of goals and to use a transparent and
fair process in priority setting or narrowing.”
Often times, grantees are singularly focused on completing the
programmatic planning and implementation described in their
work plan. Grantees often do not recognize the need to focus
on the sustainability of their efforts until near the end of the
grant period.At this point, options for generating additional
revenues, demonstrating the program’s value, or expanding
partner relationships are limited.This cycle of engaging in short-
term, grant-funded projects can be frustrating to funders and
community members.
“Sustainability of community-based interventions can be broadly
defined, going beyond resource diversification to include ways
community coalitions and networks can position themselves to have
a sustainable impact at multiple levels: programs and activities may
continue; local coalitions and networks may endure; and other long-
term benefits may accrue to the communities through policy changes,
increased awareness, and shifts in culture,” says Karen Minyard,
executive director of the Georgia Health Policy Center. “GHPC
has developed a comprehensive technical assistance approach that
helps grantees and their partners to begin to plan for sustainability
early in the grant cycle and to integrate sustainability planning into
their everyday work.”
Minyard says there are distinct elements that technical assistance
can focus on to enhance programmatic or organizational
sustainability. Incorporating sustainability planning from the
beginning can also strengthen local capacity and overall impact.
“Consider early on how what they do today will impact the
future of their program,” explains Tanisa Adimu, a Spreading
Community Accelerators through Learning and Evaluation
(SCALE) coach. “This includes thinking about the most
appropriate strategy given their community’s health needs;
engaging the right community partners; developing evaluation and
communication plans to demonstrate the impact of their work;
and considering sustainability strategies from day one.”
3. MAINTAIN FLEXIBILITY
Communities Joined in Action
APPRECIATE PEER
LEARNING
Technical assistance providers can help community organizations
develop the capacity to address technical challenges—those that
are clear with known solutions (e.g., understanding an evaluation
tool). For complex, adaptive challenges (e.g., collaboration-related
concerns or community engagement issues), technical assistance
providers can play a key role by facilitating learning between
communities.
“Creating opportunities for sites to learn from one another facilitates
change at a faster pace and can provide ongoing connections for
support and shared learning,” says Debbie Chang, senior vice
president for policy and prevention at Nemours Children’s
Health System and co-principal investigator of Moving Health
Care Upstream (MHCU). “This does not need to be limited to
geographies—take advantage of technology and build on existing
networks. Sites, though, need to be open to sharing challenges and
articulating their underlying theory about what they believe will
change community health.”
Catalyst organizations, technical assistance providers, and
funders all can play a role in facilitating active peer learning.
But it is up to organization and community leaders to take
advantage of these opportunities.
“Our role is to make those connections—community to
community,” says Annette Pope, from Communities Joined
in Action (CJA). “My advice is to network, network, network.
Do not be afraid to reach out because there is always another
organization or community that has experienced the same
challenges or opportunities.There are always individuals who are
willing to help so you don’t have to recreate the wheel.”
Communities may face similar challenges in their communities,
but it is widely recognized that there is no one-size fits all
solution to improving population health. Experienced technical
assistance providers have built their processes on best practices,
where each technical assistance plan must be tailored to the
local needs and community culture.This requires technical
assistance to maintain flexibility in order to address the dynamic
needs of individual grantees.
“Hosting an introductory call at the beginning of my engagement
with a community helps to clarify their program goals, who’s
involved, and local contextual factors that would hinder or facilitate
their success,” says Tanisa Adimu, a Spreading Community
Accelerators through Learning and Evaluation (SCALE) coach.
“I find it difficult to create a customized technical assistance plan
that would contribute to accomplishing their goals without this
initial baseline data.As a technical assistance provider, I use past
insights and experiences to create a plan that is customized to
meet the unique needs of individual communities.”
Technical assistance needs will vary by stage of the initiative’s
development and previous technical assistance experience.
“For Pathway to Pacesetters, where communities are much earlier in
the journey, they are often just trying to survive,” says Soma Stout,
the Institute for Healthcare Improvement’s external lead for
health improvement. “We learned that technical assistance has to
be offered at a slower pace that embeds the core curriculum while
helping organizations to meet their day-to-day needs to survive, even
as they are working to improve the health of the community.”
“The application of cookie cutter process may result in a more modest
success rate than a process that has more flexibility,” says Sherry
Immediato, director at ReThink Health. “Technical assistance
providers need to create space to fail and celebrate the learnings.”
Applying learnings from throughout the technical assistance
process, exemplifies the flexibility that is needed on the part of
all parties—the grantee, the technical assistance provider, and
even the funders.
Debbie Chang, senior vice president for policy and prevention at
Nemours Children’s Health System and co-principal investigator
of Moving Health Care Upstream (MHCU), says that the sites
that make the most significant progress receive support that
shares several characteristics, including technical assistance or
coaching that:
Is ongoing and focused on using probing questions
to guide the site in identifying its barriers and
accelerators and how to overcome/utilize both in
achieving their goals;
Creates a reflective process of developing and revisiting
the goal as progress is made to ensure the site focuses
on the key strategies to help achieve goals; and
Encourages the site to constantly articulate the
intended change, test the underlying assumptions about
their theory of change, track results, and assess whether
assumptions were accurate.
4. REMAIN PATIENT
“Keep a pioneering spirit and prepare to be in it for the long haul,”
says Chris Parker, co-principal investigator of Bridging for Health.
“The journey toward community health improvement is not likely to be
a sprint, unless all the stars are aligned.”
Improving population health is a big, complex task that requires
the participation of multiple community stakeholders.The good
news is that communities are investing significant energy in
designing new, collaborative strategies to meaningfully improve
health outcomes.All too often participants and funders want
quick results.Technical assistance providers are perfectly
positioned to remind both grantees and funders that this is hard,
complex work that takes time to see meaningful results.
“This is an iterative process where ongoing learning encourages
sites to consistently revisit their theory of change and reflect upon
learnings along the way,” says Debbie Chang, senior vice president
for policy and prevention at Nemours Children’s Health System
and co-principal investigator of Moving Health Care Upstream
(MHCU). “Recognizing that change is not linear, despite the fact that
our theories of change often are, can help to ease the anxiety for
communities when the work is not progressing as planned.”
It is not just a matter of identifying and implementing an
intervention.These large-scale collaborative efforts take time to
innovate, to build trusted partnerships, to develop a strategic
mindset around a shared vision, and align agendas.
“Collaboration is vital to success, but it takes time,” says Catherine
Patterson, senior program officer at the de Beaumont
Foundation, which helped launch the BUILD Health Challenge.
“Trust building is an essential component of all effective community
health improvement initiatives. Make sure to leave plenty of time for
this essential step.”
Technical assistance providers can play a pivotal role in helping to
build endurance for a long journey.
“Support and sustain your pioneers as they work toward something
much greater than themselves and their individual organizations or
positions,” says Sherry Immediato, director at ReThink Health.
“Encourage ambition and bold thinking and don’t be afraid to focus
on policy change as part of a larger strategy.”
Technical assistance providers can also help initiatives scale their
plans appropriately while maintaining the overarching goal of
health system transformation.
“Help communities break down the ambitious goals to smaller
manageable chunks, while engaging in rapid-cycle improvement to
continuously work toward and improve the master plan,” says Soma
Stout, the Institute for Healthcare Improvement’s external lead
for health improvement. She adds that technical assistance
providers can help grantees “maintain joy and motivation
throughout the process.”
This is particularly important as grantees may hit bumps on their
path towards improved community health.
“Cultivate a culture of learning, and embrace failure,” says Patterson.
“We all like to talk about success stories, but the real learning often
happens when things don’t go as planned!”
VALUE RELATIONSHIPS
Open communication between grantees and technical assistance
providers is not only key to ensuring tailored, appropriate
support, but it promotes a trusted relationship between thought
partners.
“Having a thought partner to share ideas, affirm strategies, and
keep a community on track are beneficial outcomes even for the
most sophisticated recipients,” says Tanisa Adimu, a Spreading
Community Accelerators through Learning and Evaluation
(SCALE) coach.
To take full advantage of technical assistance offerings, grantees
need to ask for what they need.
“Having a partnership that values delegated leadership and embraces
support from experts and others who have been learning for longer
are some key elements that invariably seem to accelerate progress
and achievement,” says Chris Parker, co-principal investigator for
Bridging for Health. “It feels like being present together with these
communities early on in their efforts is valuable to all, but care should
be taken to ensure that there is a strategy that sees the technical
assistance provider as being the coach from the stands and not in the
middle of the field.”
Acknowledging the technical assistance provider as a coach, can
be an adjustment for sites with limited resources.
“A challenge we have faced with our sites is how to address
competing priorities. Many of the organizations we work with through
MHCU feel overburdened and understaffed,” says Debbie Chang,
senior vice president for policy and prevention at Nemours
Children’s Health System and co-principal investigator of Moving
Health Care Upstream (MHCU). “It has been a challenge asking
people who believe that they are already doing too much to take on
another set of defined activities. Strong relationships with our sites and
creating strong links between activities and shared goals have been
key to overcoming this obstacle.”
5. CJA Member Non-CJA Member
Early Bird
(before November 22, 2016)
$395 $495
Regular
(before February 3, 2017)
$450 $550
After February 3 -
Onsite
$475 $575
Half Day Preconference
Intensives
$100 $125
100 MHL Anniversary
Participants
(All day session)
$150 $200
Communities Joined in Action
Registration is now open for the 2017 CJA National Conference
at the Sheraton Gunter in beautiful downtown San Antonio, Texas!
Visit http://www.cjaonline.net/2017-conference/ for details and updates.
6. Improving Health - Eliminating Disparities
COMMUNITIES JOINED IN ACTION
www.CJAonline.net
FOLLOW US ON:
THE CATALYSTS
Bridging For Health: Improving Community Health
Through Innovations in Financing
Bridging for Health is fostering connections among diverse
stakeholders to align investments in health to achieve improved
population health outcomes.This is done through focusing on
innovations in financing; collaboration and collective impact; and
health equity.The Georgia Health Policy Center is the national
coordinating center of the initiative, supported by the Robert
Wood Johnson Foundation.
BUILD—Health Challenge
Bold, Upstream, Integrated, Local, and Data-Driven
The inaugural BUILD Health Challenge launched in June 2015
with grants to 18 communities to strengthen partnerships among
hospitals, nonprofits, and local health departments to improve
the health of low-income neighborhoods.The goal is to increase
the number and effectiveness of cross-sector collaborations to
improve community health, promote health equity, and stimulate
more effective methods of sharing and using health data.
Awards were possible through funding from The Advisory Board
Company, the de Beaumont Foundation,The Kresge Foundation,
Colorado Health Foundation, and the Robert Wood Johnson
Foundation.
CJA—Communities Joined in Action
CJA is a national, private, non-profit membership organization
with nearly 200 members representing a variety of public and
private organizations, all committed to improving health, access
to care, and eliminating disparities in their communities. CJA
mobilizes and assists these community health collaboratives
through its ability to broker important dialogues and to
convene stakeholders.The Georgia Health Policy Center
is the administrative home for CJA.
GHPC—The Georgia Health Policy Center
GHPC provides evidence-based research, program development,
and policy guidance to improve health status at the community
level.The center’s technical assistance supports system change
and strives to improve population health at the local level.The
GHPC approach to technical assistance focuses on sustainability,
maintains a systems approach, tailors assistance to local needs,
and values the relationship between partners.To date, GHPC’s
technical assistance team has partnered with more than
1,000 communities nationally to support programmatic and
organizational development.
MHCU—Moving Health Care Upstream
Moving Health Care Upstream tests, shares, and accelerates
population health innovations.The focus is on helping clinical
systems go upstream.While the lens is children and families,
the work applies generally to communities and learnings will
be available on an open source platform. MCHU is funded by
The Kresge Foundation with additional support from the Dorris
Duke Charitable Foundation. Nemours Children’s Health
System and the UCLA Center for Healthier Children, Families
and Communities co-direct MHCU.
Pathway to Pacesetter
The Pathway to Pacesetter program is the result of the
100 Million Healthier Lives and the Spreading Community
Accelerators through Learning and Evaluation (SCALE) teams’
efforts to identify simple, scalable, affordable ways to make
meaningful technical assistance available to all communities.
The Pathway to Pacesetter program will support over 100
communities in accelerating their improvement journey.
ReThink Health
ReThink Health works with communities to help them foster
catalytic leadership and test innovative ideas for bridging and
redesigning their health and health care systems to achieve
system-wide change. ReThink Health envisions a “healthy
health system”—one that bridges stakeholders from across
the community by focusing on the critical domains of active
stewardship, effective strategy, and sustainable financing. At the
core of its approach is the interactive ReThink Health Dynamics
Model.The Ripple Foundation and the Robert Wood Johnson
Foundation fund ReThink Health.
SCALE—Spreading Community Accelerators
through Learning and Evaluation
SCALE is the first community-based phase of the 100 Million
Healthier Lives initiative.The goal of SCALE is to equip
communities with skills and resources to achieve significant
community health improvement, to ultimately close equity
gaps.The 20-month SCALE intensive involves partnering of
“pacesetter” and “mentor” communities. SCALE, an Institute
for Healthcare Improvement initiative, is funded by the Robert
Wood Johnson Foundation.