Cook County Department of Public Health 2016 WePLAN 2020 Forces of Change Ass...Jim Bloyd
The Forces of Change Assessment identified several factors affecting public health in Cook County, Illinois, based on focus groups with knowledgeable individuals. The Affordable Care Act was seen as both an opportunity and threat by increasing access but also having limitations. State budget cuts limited resources. Climate change and marriage equality presented threats and opportunities. Incarceration and lack of economic opportunity disproportionately affected minorities and women. Large corporations were seen as prioritizing profits over communities. Focus group members felt average citizens had less power than wealthy individuals and corporations to influence policies impacting health.
CHSJ focuses on health and gender justice, with the objective of enabling good governance and accountability from the
perspective of social justice. It seeks to strengthen accountability of public health systems and health governance through
community empowerment, resource support, capacity building for local Civil Society Organizations (CSOs), research and
advocacy. CHSJ also seeks to develop ways to engage men for gender justice
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.
Community Health Systems Catalog: The One-Stop Shop for Community Healthy Inf...JSI
Over the past few decades, many countries have lacked cohesive community health policies, strategies, and guidelines, resulting in systems that are fragmented, poorly integrated with national health systems, and unable to reach scale. For years, countries have had limited access to global data and evidence to inform community health program design and implementation.
In 2014, APC launched the Community Health Systems Catalog as a resource for 25 countries deemed priority by USAID’s Office of Population and Reproductive Health. Updated in 2016–2017, the CHS Catalog contains information from community health policies, with a focus on community health workers (CHWs) and over 130 community-based interventions.
The CHS Catalog provides an evidence base to inform, strengthen, and harmonize future policy efforts to advance global and national efforts to strengthen community health systems. Specifically, findings help answer key questions about community health policies. For example, which services can CHWs provide? How is community data supposed to be used? What is the community’s role in managing health programs? The CHS Catalog illustrates the breadth and diversity of CHWs – including their various tasks, skills, and characteristics across countries and regions. At the same time, the definition of a CHW still lacks consistency, and greater alignment and clarity of terminology is needed to inform the global conversation on CHWs. Guidance on applying more consistent definitions, such as the forthcoming WHO CHW Guidelines, should provide policymakers, program planners, implementers, and donors with the language to better convey information on best practices, experiences, and lessons in community health.
Presented by Kristen Devlin at the Fifth Global Symposium on Health Systems Research in Liverpool this October.
Teagen Johnson: CHNA Dane County, WI: Creighton MPH602Teagen Johnson
The document provides a community health needs assessment for Dane County, Wisconsin. It outlines the assessment process, which includes defining the community, identifying stakeholders, collecting and analyzing demographic and health indicator data, and prioritizing issues. Key findings include the county's diverse and educated population with access to healthcare, lower than average rates of obesity, diabetes and heart disease but high rates of chronic disease overall. Teen pregnancy and low birthweight are relatively low concerns.
This document provides an overview of a research project conducted by a civil society consortium to examine the interactions between global health initiatives (GHIs) and national health systems. The consortium conducted research in Kenya, Malawi, Uganda, and Zambia through interviews and focus groups. The research aimed to understand the roles of civil society in maximizing positive synergies between GHIs and health systems. The consortium found that civil society plays an important role across various components of health systems, but often lacks capacity. Strengthening community systems is key to empowering civil society to advocate for community needs and provide oversight of GHIs and health services.
Acting on Social Determinants and Health Equity: Opportunities and Promising ...Wellesley Institute
This presentation looks at the opportunities and practices that establish an effective public health system.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Cook County Department of Public Health 2016 WePLAN 2020 Forces of Change Ass...Jim Bloyd
The Forces of Change Assessment identified several factors affecting public health in Cook County, Illinois, based on focus groups with knowledgeable individuals. The Affordable Care Act was seen as both an opportunity and threat by increasing access but also having limitations. State budget cuts limited resources. Climate change and marriage equality presented threats and opportunities. Incarceration and lack of economic opportunity disproportionately affected minorities and women. Large corporations were seen as prioritizing profits over communities. Focus group members felt average citizens had less power than wealthy individuals and corporations to influence policies impacting health.
CHSJ focuses on health and gender justice, with the objective of enabling good governance and accountability from the
perspective of social justice. It seeks to strengthen accountability of public health systems and health governance through
community empowerment, resource support, capacity building for local Civil Society Organizations (CSOs), research and
advocacy. CHSJ also seeks to develop ways to engage men for gender justice
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.
Community Health Systems Catalog: The One-Stop Shop for Community Healthy Inf...JSI
Over the past few decades, many countries have lacked cohesive community health policies, strategies, and guidelines, resulting in systems that are fragmented, poorly integrated with national health systems, and unable to reach scale. For years, countries have had limited access to global data and evidence to inform community health program design and implementation.
In 2014, APC launched the Community Health Systems Catalog as a resource for 25 countries deemed priority by USAID’s Office of Population and Reproductive Health. Updated in 2016–2017, the CHS Catalog contains information from community health policies, with a focus on community health workers (CHWs) and over 130 community-based interventions.
The CHS Catalog provides an evidence base to inform, strengthen, and harmonize future policy efforts to advance global and national efforts to strengthen community health systems. Specifically, findings help answer key questions about community health policies. For example, which services can CHWs provide? How is community data supposed to be used? What is the community’s role in managing health programs? The CHS Catalog illustrates the breadth and diversity of CHWs – including their various tasks, skills, and characteristics across countries and regions. At the same time, the definition of a CHW still lacks consistency, and greater alignment and clarity of terminology is needed to inform the global conversation on CHWs. Guidance on applying more consistent definitions, such as the forthcoming WHO CHW Guidelines, should provide policymakers, program planners, implementers, and donors with the language to better convey information on best practices, experiences, and lessons in community health.
Presented by Kristen Devlin at the Fifth Global Symposium on Health Systems Research in Liverpool this October.
Teagen Johnson: CHNA Dane County, WI: Creighton MPH602Teagen Johnson
The document provides a community health needs assessment for Dane County, Wisconsin. It outlines the assessment process, which includes defining the community, identifying stakeholders, collecting and analyzing demographic and health indicator data, and prioritizing issues. Key findings include the county's diverse and educated population with access to healthcare, lower than average rates of obesity, diabetes and heart disease but high rates of chronic disease overall. Teen pregnancy and low birthweight are relatively low concerns.
This document provides an overview of a research project conducted by a civil society consortium to examine the interactions between global health initiatives (GHIs) and national health systems. The consortium conducted research in Kenya, Malawi, Uganda, and Zambia through interviews and focus groups. The research aimed to understand the roles of civil society in maximizing positive synergies between GHIs and health systems. The consortium found that civil society plays an important role across various components of health systems, but often lacks capacity. Strengthening community systems is key to empowering civil society to advocate for community needs and provide oversight of GHIs and health services.
Acting on Social Determinants and Health Equity: Opportunities and Promising ...Wellesley Institute
This presentation looks at the opportunities and practices that establish an effective public health system.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Approaches to understanding community needs, the importance of involving comm...Thomas Owondo
Community involvement in health: “ is a process whereby people, both individually and in groups, exercise their right to play an active and direct role in the development of appropriate health services, in ensuring the conditions for sustained better health and in supporting the empowerment of the community to help development
The five main pillars of maternal, newborn, and child health
Strengthening the health system
Improving the quality of services
Increasing access to services
Improving Healthy Practices with social and behavioral change
Combining global best practices with locally-led solutions.
The capacity-strengthening capabilities demonstrate improving equity and outcomes by directly improving the capacity of local organizations and institutions to deliver health services
Approaches include;
Community Mobilization, Social & Behavior Change
Human-centered design principles to mobilize communities and families for healthier behaviors and care-seeking practices. Central to our behavior change approach, men engaged as clients, partners, and fathers in child health and development.
Engagement of community leaders: through training and capacity-building for community leaders, the development of Community Action Plans (CAP) that identify and address barriers in the community, in order to increase demand for MNCH services
Community Days: semi-annual Community Days that bring different communities together for a day of communication, information, and activities to improve awareness among key target populations of important MNCH services.
This document discusses community mobilization for health programs. It defines community mobilization as engaging community sectors in a plan to improve health through capacity building. Key elements include human rights, education, leadership, and participation. Effective community mobilization tailors messages to audiences like women, youth, and leaders. It involves defining the community, creating a community profile, informing others, and obtaining commitment through collaboration. The process employs community meetings and data collection to organize stakeholders and address community needs. Challenges can include time/costs, differing priorities between groups, sustaining volunteer motivation, and ensuring representative community participation.
This document discusses community systems strengthening (CSS), which promotes the development and sustainability of communities and community organizations to contribute to long-term health outcomes. CSS aims to improve access to and utilization of health services through increased community engagement in areas like advocacy, health promotion, and home-based care. For communities to effectively impact health, they must have strong, sustainable systems for activities, services, and funding. The core components of CSS systems include enabling environments, community networks, resources and capacity building, community activities, organizational strengthening, and monitoring and evaluation.
This document discusses community systems strengthening (CSS), which promotes the development and sustainability of communities and community organizations to contribute to long-term health outcomes. CSS aims to improve access to and utilization of health services through increased community engagement in areas like advocacy, health promotion, and home-based care. For communities to effectively impact health, they must have strong, sustainable systems for activities, services, and funding. The core components of CSS systems include enabling environments, community networks, resources and capacity building, community activities, organizational strengthening, and monitoring and evaluation.
This document outlines objectives and strategies for community mobilization for disease prevention. It defines key terms like community and community mobilization. The main points are:
- Community mobilization involves motivating community members, health workers, and policymakers to take action for disease prevention.
- Key steps include creating awareness of health issues, motivating the community through information sharing and support, and facilitating participation in decisions.
- Mobilizing the community allows people to identify needs, promote leadership and decision making, and undertake specific prevention activities. It can increase health seeking behaviors and sustainability of programs.
1. It empowers community members by allowing them to have a voice in identifying health priorities and solutions. This gives them a sense of ownership over programs.
2. It incorporates local knowledge and perspectives that outsiders may not be aware of. This leads to interventions that are more appropriate and effective for that specific community.
3. It facilitates buy-in and support for programs from community members. When communities help design and implement programs themselves, they are more likely to participate in and support the initiatives.
Acting on Social Determinants and Health Equity: An Equity Toolkit for Public...Wellesley Institute
This presentation examines the relationship between the social determinants of health and health equity.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
1) Behaviour Change Communication (BCC) involves using communication strategies to promote positive health behaviours and behaviour change at the individual, community, and societal levels. Effective BCC incorporates formative research, communication planning, implementation, and monitoring and evaluation.
2) Key BCC models and channels include interactive processes with communities to develop tailored messages through various communication channels. This aims to develop, promote, and sustain positive behaviours. Behaviour change occurs gradually through stages like pre-contemplation to action.
3) The roles of BCC include increasing knowledge, stimulating dialogue, promoting attitude change, reducing stigma, improving skills, advocating for policies, and promoting prevention and care services. Planning health communication
THIS SLIDE IS PREPARED BY SURESH KUMAR FOR MY STUDENT SUPPORT SYSTEM TO WATCH THIS VIDEO VISIT YOUTUBE CHANNEL- https://www.youtube.com/channel/UC3tfqlf__moHj8s4W7w6HQQ
YOU CAN JOIN FACEBOOK GROUP FOR MORE SUCH VIDEOS BY THIS LINK- https://www.facebook.com/groups/241390897133057/
FOR MAKING EASY NOTES YOU CAN ALSO VISIT MY BLOG - https://mynursingstudents.blogspot.com/
Instagram- https://www.instagram.com/mystudentsupportsystem_nursing/
Twitter-https://twitter.com/student_system?s=08
,#Mystudentsupportsystem,#COMMUNITYNEEDASSESSMENT,#CNA,#phc,#chc, #continuingeducation, #PLA,
#survey, #communityhealth, #communityhealthnursing, #femalehealthworker,#anm, #homehealthcare
This presentation provides insight on how to drive health equity into action at a community level.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
TO: Health Equity Advisory and Leadership (HEAL) Council
FROM: Commissioner Jan Malcolm
RE: The Future of Health Equity Work at MDH
SUBJECT: The three areas that HEAL has prioritized are also critical areas of focus for the agency.
Chapter 16 Community Diagnosis, Planning, and InterventionSergEstelaJeffery653
Chapter 16 Community Diagnosis, Planning, and Intervention
Sergio Osegueda Acuna MSN-FNP-BC
MRC
Nursing Process with communities
Population-focused health planning
Health planning is a continuous social process by which data about clients are collected and analyzed for the purpose of developing a plan to generate new ideas, meet identified client needs, solve health problems, and guide changes in health care delivery.
To date, you have been responsible primarily for developing a plan of care for the individual client.
History of U.S. Health Planning
The history of health planning in the United States has alternated between the federal and state governments.
Before the 1960s, health planning occurred primarily at the state level.
In the 1960s, health planning became a federal effort.
In 1966, the Comprehensive Health Planning and Public Health Service Amendment was passed to enable states and local communities to plan for better health resources.
In the 1980s, President Reagan aimed to reduce both the size of the federal government and the influence the federal government had on states. His administration eliminated the federal budget and planning requirements while encouraging states to make their own planning decisions.
History of U.S. Health Planning
In 1980, the Omnibus Budget Reconciliation Act encouraged the use of noninstitutional services, such as home health care, to fight escalating costs.
In 1983 the Prospective Payment System drastically changed hospital reimbursement, resulted in shorter hospital stays for patients, shifted care into the community, and placed greater responsibilities for care of relatives on family members
The federal Patient Protection and Affordable Care Act (Affordable Care Act) of 2010 requires access to health care for most Americans.
Rationale for Nursing Involvement in the Health Planning Process
Florence Nightingale and Lillian Wald pioneered health planning based on an assessment of the health needs of the communities they served
Both the American Nurses Association (ANA) (2007) and the American Public Health Association (APHA) (1996) state that the primary responsibility of community/public health nurses is to the community or population as a whole and that nurses must acknowledge the need for comprehensive health planning to implement this responsibility.
Nurses spend a greater amount of time in direct contact with their clients than do any other health care professionals.
Nursing Role in Program Planning
Planning for change at the community level is more complex than at the individual level.
Components to the client system have been increased, and more people and more complex organizations are involved.
Baccalaureate-prepared community/public nurses are expected to apply the nursing process with subpopulations or aggregates with limited supervision (American Association of Colleges of Nursing, 1986; ANA, 2007)
Planning for community change
To plan and implement programs at a commu ...
This document discusses community systems strengthening (CSS) as supported by the Global Fund. It defines community systems as structures made up of community members and organizations that are close to communities and understand their needs. CSS aims to build the capacity of these community groups to engage in service delivery, advocacy, accountability, and coordination efforts for health programs. The Global Fund recognizes CSS as critical for ensuring responses reach marginalized groups. It includes a CSS module in its measurement frameworks to track investments in strengthening community systems. This module contains four interventions: community monitoring, advocacy, social mobilization and networking, and institutional capacity building for community organizations. The Global Fund rationale is that strong community systems are essential for effective and equitable health programs.
This document discusses community systems strengthening (CSS) as supported by the Global Fund. It defines community systems as structures made up of community members and organizations that are close to communities and understand their needs. CSS aims to build the capacity of these community groups to monitor health services, advocate for change, deliver services, and coordinate their work. The Global Fund recognizes community systems as critical to ensuring access to health services for marginalized groups. It supports CSS through funding modules in its measurement frameworks for HIV/AIDS, tuberculosis and malaria. The modules include interventions for community monitoring, advocacy, social mobilization, and building institutional capacity of community sector organizations. The Global Fund's rationale is that strong community systems are essential for effective and sustainable responses to diseases
The document defines health equity and discusses the work of Oregon's Health Equity Committee (HEC). The HEC was established to promote the elimination of health disparities and achieve health equity for all Oregonians. It adopted a definition of health equity as a state where all people can reach their full health potential and are not disadvantaged by factors such as race, class, gender or other social determinants. The committee seeks to operationalize this definition through collaborative efforts that address inequitable distributions of resources and power, as well as historical and current injustices.
The document discusses community systems strengthening (CSS) and its importance for health responses. It provides definitions of CSS and outlines four interventions for CSS: 1) community-based monitoring for accountability, 2) advocacy for social accountability, 3) social mobilization and building community linkages, and 4) institutional capacity building for the community sector. Sample activities are described for each intervention, such as monitoring health services, conducting advocacy campaigns, coordinating community actors, and providing training and support to strengthen community organizations.
Approaches to understanding community needs, the importance of involving comm...Thomas Owondo
Community involvement in health: “ is a process whereby people, both individually and in groups, exercise their right to play an active and direct role in the development of appropriate health services, in ensuring the conditions for sustained better health and in supporting the empowerment of the community to help development
The five main pillars of maternal, newborn, and child health
Strengthening the health system
Improving the quality of services
Increasing access to services
Improving Healthy Practices with social and behavioral change
Combining global best practices with locally-led solutions.
The capacity-strengthening capabilities demonstrate improving equity and outcomes by directly improving the capacity of local organizations and institutions to deliver health services
Approaches include;
Community Mobilization, Social & Behavior Change
Human-centered design principles to mobilize communities and families for healthier behaviors and care-seeking practices. Central to our behavior change approach, men engaged as clients, partners, and fathers in child health and development.
Engagement of community leaders: through training and capacity-building for community leaders, the development of Community Action Plans (CAP) that identify and address barriers in the community, in order to increase demand for MNCH services
Community Days: semi-annual Community Days that bring different communities together for a day of communication, information, and activities to improve awareness among key target populations of important MNCH services.
This document discusses community mobilization for health programs. It defines community mobilization as engaging community sectors in a plan to improve health through capacity building. Key elements include human rights, education, leadership, and participation. Effective community mobilization tailors messages to audiences like women, youth, and leaders. It involves defining the community, creating a community profile, informing others, and obtaining commitment through collaboration. The process employs community meetings and data collection to organize stakeholders and address community needs. Challenges can include time/costs, differing priorities between groups, sustaining volunteer motivation, and ensuring representative community participation.
This document discusses community systems strengthening (CSS), which promotes the development and sustainability of communities and community organizations to contribute to long-term health outcomes. CSS aims to improve access to and utilization of health services through increased community engagement in areas like advocacy, health promotion, and home-based care. For communities to effectively impact health, they must have strong, sustainable systems for activities, services, and funding. The core components of CSS systems include enabling environments, community networks, resources and capacity building, community activities, organizational strengthening, and monitoring and evaluation.
This document discusses community systems strengthening (CSS), which promotes the development and sustainability of communities and community organizations to contribute to long-term health outcomes. CSS aims to improve access to and utilization of health services through increased community engagement in areas like advocacy, health promotion, and home-based care. For communities to effectively impact health, they must have strong, sustainable systems for activities, services, and funding. The core components of CSS systems include enabling environments, community networks, resources and capacity building, community activities, organizational strengthening, and monitoring and evaluation.
This document outlines objectives and strategies for community mobilization for disease prevention. It defines key terms like community and community mobilization. The main points are:
- Community mobilization involves motivating community members, health workers, and policymakers to take action for disease prevention.
- Key steps include creating awareness of health issues, motivating the community through information sharing and support, and facilitating participation in decisions.
- Mobilizing the community allows people to identify needs, promote leadership and decision making, and undertake specific prevention activities. It can increase health seeking behaviors and sustainability of programs.
1. It empowers community members by allowing them to have a voice in identifying health priorities and solutions. This gives them a sense of ownership over programs.
2. It incorporates local knowledge and perspectives that outsiders may not be aware of. This leads to interventions that are more appropriate and effective for that specific community.
3. It facilitates buy-in and support for programs from community members. When communities help design and implement programs themselves, they are more likely to participate in and support the initiatives.
Acting on Social Determinants and Health Equity: An Equity Toolkit for Public...Wellesley Institute
This presentation examines the relationship between the social determinants of health and health equity.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
1) Behaviour Change Communication (BCC) involves using communication strategies to promote positive health behaviours and behaviour change at the individual, community, and societal levels. Effective BCC incorporates formative research, communication planning, implementation, and monitoring and evaluation.
2) Key BCC models and channels include interactive processes with communities to develop tailored messages through various communication channels. This aims to develop, promote, and sustain positive behaviours. Behaviour change occurs gradually through stages like pre-contemplation to action.
3) The roles of BCC include increasing knowledge, stimulating dialogue, promoting attitude change, reducing stigma, improving skills, advocating for policies, and promoting prevention and care services. Planning health communication
THIS SLIDE IS PREPARED BY SURESH KUMAR FOR MY STUDENT SUPPORT SYSTEM TO WATCH THIS VIDEO VISIT YOUTUBE CHANNEL- https://www.youtube.com/channel/UC3tfqlf__moHj8s4W7w6HQQ
YOU CAN JOIN FACEBOOK GROUP FOR MORE SUCH VIDEOS BY THIS LINK- https://www.facebook.com/groups/241390897133057/
FOR MAKING EASY NOTES YOU CAN ALSO VISIT MY BLOG - https://mynursingstudents.blogspot.com/
Instagram- https://www.instagram.com/mystudentsupportsystem_nursing/
Twitter-https://twitter.com/student_system?s=08
,#Mystudentsupportsystem,#COMMUNITYNEEDASSESSMENT,#CNA,#phc,#chc, #continuingeducation, #PLA,
#survey, #communityhealth, #communityhealthnursing, #femalehealthworker,#anm, #homehealthcare
This presentation provides insight on how to drive health equity into action at a community level.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
TO: Health Equity Advisory and Leadership (HEAL) Council
FROM: Commissioner Jan Malcolm
RE: The Future of Health Equity Work at MDH
SUBJECT: The three areas that HEAL has prioritized are also critical areas of focus for the agency.
Chapter 16 Community Diagnosis, Planning, and InterventionSergEstelaJeffery653
Chapter 16 Community Diagnosis, Planning, and Intervention
Sergio Osegueda Acuna MSN-FNP-BC
MRC
Nursing Process with communities
Population-focused health planning
Health planning is a continuous social process by which data about clients are collected and analyzed for the purpose of developing a plan to generate new ideas, meet identified client needs, solve health problems, and guide changes in health care delivery.
To date, you have been responsible primarily for developing a plan of care for the individual client.
History of U.S. Health Planning
The history of health planning in the United States has alternated between the federal and state governments.
Before the 1960s, health planning occurred primarily at the state level.
In the 1960s, health planning became a federal effort.
In 1966, the Comprehensive Health Planning and Public Health Service Amendment was passed to enable states and local communities to plan for better health resources.
In the 1980s, President Reagan aimed to reduce both the size of the federal government and the influence the federal government had on states. His administration eliminated the federal budget and planning requirements while encouraging states to make their own planning decisions.
History of U.S. Health Planning
In 1980, the Omnibus Budget Reconciliation Act encouraged the use of noninstitutional services, such as home health care, to fight escalating costs.
In 1983 the Prospective Payment System drastically changed hospital reimbursement, resulted in shorter hospital stays for patients, shifted care into the community, and placed greater responsibilities for care of relatives on family members
The federal Patient Protection and Affordable Care Act (Affordable Care Act) of 2010 requires access to health care for most Americans.
Rationale for Nursing Involvement in the Health Planning Process
Florence Nightingale and Lillian Wald pioneered health planning based on an assessment of the health needs of the communities they served
Both the American Nurses Association (ANA) (2007) and the American Public Health Association (APHA) (1996) state that the primary responsibility of community/public health nurses is to the community or population as a whole and that nurses must acknowledge the need for comprehensive health planning to implement this responsibility.
Nurses spend a greater amount of time in direct contact with their clients than do any other health care professionals.
Nursing Role in Program Planning
Planning for change at the community level is more complex than at the individual level.
Components to the client system have been increased, and more people and more complex organizations are involved.
Baccalaureate-prepared community/public nurses are expected to apply the nursing process with subpopulations or aggregates with limited supervision (American Association of Colleges of Nursing, 1986; ANA, 2007)
Planning for community change
To plan and implement programs at a commu ...
This document discusses community systems strengthening (CSS) as supported by the Global Fund. It defines community systems as structures made up of community members and organizations that are close to communities and understand their needs. CSS aims to build the capacity of these community groups to engage in service delivery, advocacy, accountability, and coordination efforts for health programs. The Global Fund recognizes CSS as critical for ensuring responses reach marginalized groups. It includes a CSS module in its measurement frameworks to track investments in strengthening community systems. This module contains four interventions: community monitoring, advocacy, social mobilization and networking, and institutional capacity building for community organizations. The Global Fund rationale is that strong community systems are essential for effective and equitable health programs.
This document discusses community systems strengthening (CSS) as supported by the Global Fund. It defines community systems as structures made up of community members and organizations that are close to communities and understand their needs. CSS aims to build the capacity of these community groups to monitor health services, advocate for change, deliver services, and coordinate their work. The Global Fund recognizes community systems as critical to ensuring access to health services for marginalized groups. It supports CSS through funding modules in its measurement frameworks for HIV/AIDS, tuberculosis and malaria. The modules include interventions for community monitoring, advocacy, social mobilization, and building institutional capacity of community sector organizations. The Global Fund's rationale is that strong community systems are essential for effective and sustainable responses to diseases
The document defines health equity and discusses the work of Oregon's Health Equity Committee (HEC). The HEC was established to promote the elimination of health disparities and achieve health equity for all Oregonians. It adopted a definition of health equity as a state where all people can reach their full health potential and are not disadvantaged by factors such as race, class, gender or other social determinants. The committee seeks to operationalize this definition through collaborative efforts that address inequitable distributions of resources and power, as well as historical and current injustices.
The document discusses community systems strengthening (CSS) and its importance for health responses. It provides definitions of CSS and outlines four interventions for CSS: 1) community-based monitoring for accountability, 2) advocacy for social accountability, 3) social mobilization and building community linkages, and 4) institutional capacity building for the community sector. Sample activities are described for each intervention, such as monitoring health services, conducting advocacy campaigns, coordinating community actors, and providing training and support to strengthen community organizations.
This month's edition of the National Quality Center's e-Newsletter includes a perspective profile on Aaron Wittnebel.
NQC e-Newsletter: Your expert guide to resources and technical assistance focusing on improving HIV care.
The Minnesota HIV Services Planning Council will cease operating in its current format by the end of the year. A new Minnesota Council on HIV/AIDS Care and Prevention will take over the council's role. The letter thanks Aaron Wittnebel for his commitment and contributions to the HIV Services Planning Council over the past two pioneering decades of advancing HIV services in Minnesota. It expresses hope that Wittnebel will continue his involvement in meeting the needs of those living with and at risk of HIV through the new council. The hard work of people like Wittnebel will remain essential to developing and improving Minnesota's HIV/AIDS care and prevention system.
The city's first certificate of compliance in over twelve years prior, bringing fair pay and pay equity to both the men and women who work for the City of Lake Park.
The document outlines a proposed HIV strategy for Hennepin County. It includes a vision of eliminating new HIV infections and ensuring all people living with HIV have access to care. The strategy aims to coordinate efforts across multiple partners to reduce disparities and integrate services. Goals include decreasing new infections through increased testing and prevention programs, ensuring access to care for those living with HIV, and engaging communities disproportionately affected by HIV. Key tactics involve improving access to testing, PrEP, housing, care coordination and developing culturally appropriate education campaigns.
Letter appointing Aaron Wittnebel to the Minnesota HIV Services Planning Council. Appointed jointly by the Hennepin County Board of Commissioners and the Commissioner of the Minnesota Department of Human Services.
The letter congratulates Mayor Wittnebel on his appointment to the 2014 National League of Cities Community and Economic Development Policy and Advocacy Committee. It informs him that his term begins with receipt of the letter and ends in November 2014. The letter also provides details about the committee's leadership and NLC staff contact. It encourages Mayor Wittnebel to attend the upcoming Congressional City Conference and committee meeting, and notes information about the meetings will be emailed in March.
This letter of recommendation is written by Sirry Alang in support of Aaron Wittnebel's application for the position of Legislative Assistant with Congresswoman Barbara Lee's office. Wittnebel currently serves on the Minnesota HIV Services Planning Council, which assesses the needs of people living with HIV/AIDS in Minnesota and allocates funding to services. As someone living with HIV himself, Wittnebel provides objective and critical feedback. Alang highlights Wittnebel's skills in administration, research, professionalism, knowledge of legislation, communication, and commitment to marginalized populations. Wittnebel ensures their experiences are considered in the planning process and holds service providers accountable. Alang is certain Wittnebel would make an extraordinary Legislative Assistant.
This article discusses code enforcement approaches in cities. It profiles the City of Fridley's proactive code enforcement system, which focuses enforcement efforts on either residential or commercial/industrial areas over consecutive years. Fridley conducts intensive property inspections each summer to systematically cover the entire city. This approach has increased awareness of code standards and contributed to maintaining and improving property values. The article encourages cities to consider proactive, systematic approaches to code enforcement.
National service programs in Lake Park, Minnesota engage over 80 volunteers and community organizations to tackle challenges like senior health, disaster preparedness, and education. Dorothy Paulson and Carroll Clark are examples of senior volunteers who help keep other seniors physically fit and provide hospice care. As Mayor, Aaron Lee Wittnebel is grateful for these national service volunteers who make the city stronger, safer, and healthier through their dedication and sacrifice. He recognizes their impact and joins other mayors in thanking national service members who improve lives and communities.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2024: The FAR - Federal Acquisition Regulations, Part 39
HEAL Council Memorandum 2019
1. DATE: January 29, 2019
TO: Commissioner Jan Malcolm
FROM: MDH Health Equity Advisory and Leadership (HEAL) Council
SUBJECT: The Future of Health Equity Work at MDH
Greetings Commissioner Malcolm,
The Health Equity Advisory and Leadership (HEAL) Council would like to thank you for your leadership
in promoting health equity within the Minnesota Department of Health (MDH) and externally with
partners and communities. We are grateful for the tone set by both you and Commissioner Ehlinger
and for the work the agency has done to advance health equity and embed it into the culture of the
agency.
The HEAL Council was created to support MDH in advancing health equity to ensure that “all
communities are thriving and all people have what they need to be healthy” (MDH Vision). As MDH
prepares for the next administration, HEAL looks forward to working closely with MDH leadership to
ensure this important work continues. It is our shared goal and priority to improve the health and
wellbeing of communities most impacted by health inequities (CMI), as we also represent these
communities. HEAL is made up of 25 leaders from across the state representing diverse geographies,
racial and ethnic groups, American Indian Tribes, sexual orientation and gender identities, disability
communities, faith traditions and more. HEAL also represents multiple institutions, organizations and
networks statewide. We know all too well the heavy impact health inequities have on our
communities. Together, we write this memo to you and the incoming administration.
Since our founding in January 2018, we have worked closely with MDH leadership to understand both
the opportunities and challenges for advancing health equity within MDH and the community. Based
on our years of collective experience, deep knowledge and commitment to our communities, and our
assessment of MDH strategies and programs, this memo highlights three top priorities to address
health inequity bring to your attention and the attention of the next administration: 1) Data
Practices, 2) Community Engagement, and 3) Systems Change.
2. 3
DATA PRACTICES
HEAL COUNCIL PRIORITIES
The HEAL Council has identified inclusive data collection practices as a priority for advancing health
equity at MDH. Inclusive data practices mean that when MDH collects data, the data collection,
analysis, and dissemination is informed by the communities whose data has been collected and aligns
with community priorities and needs and has been culturally informed.
Key Data Practice Issues MDH Must Address:
● Lack of agency-wide data standards or guidance - There are currently no agency-wide data
standards or guidance on data collection regarding race, ethnicity, language, sexual
orientation or gender identity. In order to achieve health equity, there must be standardized
measures specific to CMI that will allow for a more robust understanding of what is happening
in different communities within larger aggregated groups (example: differences in health
outcomes and social determinants as they apply to ethnic groups with a racial category, like
the difference that may arise between Southeast Asian groups like Hmong and Lao and
Vietnamese when they are lumped within Asian and Pacific Islander). Standardized measures
have the potential to provide deeper analyses of health equity issues in communities. Long-
term these measures can promote systems change across the agency.
● Lack of disaggregated data - Due to a lack of disaggregated data, many communities impacted
by health inequities have little meaningful data to describe what is happening in their
communities. A robust narrative would include health outcomes and social determinants of
health impacting community members’ health through use of data sets that are disaggregated
in meaningful ways for communities of color, American Indian communities, LGBTQ
communities, disability communities, and rural communities. Data disaggregation is an
important tool for communities as it helps them to be able to tell their stories about what is
happening and is a tool for civic engagement, planning, fund development, and creating
community transformation.
● Disparate community-driven data and decision making - There is inconsistency in whether
divisions and programs across MDH partner and engage with communities in data collection,
analysis, and dissemination. It is essential to recognize and acknowledge the historical harm
that institutions have had on communities regarding science, experimentation, and data that
have led to community mistrust and trauma. Likewise, funding that is earmarked for
community specific issues has not always entered communities in a way that is useful. This
has led to a number of questions regarding the allocation of funding to communities most
impacted, which we would like MDH to respond to:
1) Are financial resources for research and data collection going to communities most
impacted by health inequities?
3. 4
2) How does MDH respond when identifying disparities based on the data (For
example, are resources allocated/sought to address the disparities?)
3) How is collected community data shared and analyzed with that participating
community before reports are issued or policy or program decisions are made?
HEAL Council Data Practice Recommendations:
● HEAL recommends that MDH create a plan and action steps for implementing standards on
data collection, data analysis and data dissemination across the agency in 2019. Within this
plan, agency-wide data disaggregation standards are needed, specifically regarding race,
ethnicity, and language (REL), sexual orientation and gender identity (SOGI), disability status,
and social determinants of health.
● HEAL recommends that an agency-wide process is created and implemented for when MDH
identifies disparities through its data or surveillance. Within this process, 1) the data is
promptly shared and co-analyzed with the community impacted by the disparities and 2) that
resources are allocated to address the disparity, as informed by those community’s needs and
solutions generated from the community impacted.
● HEAL recommends that MDH develop data sharing protocols and standards within MDH
divisions and across other agencies (Department of Human Services, city and county public
health, academic institutions, community agencies, hospital systems, federal agencies, etc.) in
order to streamline and encourage the sharing and analyzing of data on communities most
impacted by health inequities. For all of these recommendations, HEAL strongly emphasizes the
need for communities most impacted to be involved in the creation and review of these data
protocols and standards.
COMMUNITY ENGAGEMENT
The HEAL Council views community engagement strategies as a crucial way to rebuild trust and
relationships with communities most impacted by health inequities and encourages MDH to listen
authentically to and partner with communities on all initiatives that impact the health of CMI. The
Centers of Disease Control define community engagement as “the process of working collaboratively
with and through groups of people affiliated by geographic proximity, special interest, or similar
situations to address issues affecting the wellbeing of those people.” They recommend being clear
about the populations/communities to be engaged and the goals of the effort; knowing the
community, including its economic condition, political structure, norms, history, and experience with
engagement efforts; and going into the community to build trust and relationships and to seek
commitments from formal and informal leadership (CDC Principles of Community Engagement,
1997). The council has reviewed MDH’s community engagement plan and supports the current
strategies around 1) MDH implementing a community engagement plan, 2) MDH partnering with and
4. 5
strengthening the capacity of CMI, and 3) MDH aligning its advisory committees’ structures,
membership, and process to advance health equity.
Key Community Engagement Issues MDH Must Address:
● Community Engagement Processes and Procedures- MDH is consistently gathering
information in community settings and gathering data about communities most impacted by
health inequities. While there are community engagement trainings and recommendations,
there does not seem to be an agency-wide community engagement process that employees
can turn to that dilates issues like checking back with communities and how MDH holds itself
accountable to communities in the community engagement process. There also does not
seem to be a process for sharing recommendations and information back with communities,
and generally the process and procedures do not seem to be well documented and shared
thus creating a lack of clarity throughout the agency.
● Shared power and decision making - The council also observed that there is a lack of shared
power and decision making between MDH and community partners. MDH does not have a
shared definition for shared power and decision making with community partners as it relates
to working with communities impacted by health inequities. Some steps towards sharing
power and listening authentically to CMI are:
o Trying to diversify MDH councils/boards to make active effort not to tokenize
individuals, and being intentional about invitations, as well as, consciously building
capacity of community members and intentionally retaining them
o Planning for intentionally and getting community members to attend meetings to
advise and partner on a diverse array of initiatives across the department
o Having the community frame and control their narrative and allowing them to define it
and having a process for how community impacts the narrative about what creates
health
o Being intentional about diversifying MDH leadership and staff and hiring and retaining
CMI community members
HEAL Council Community Engagement Recommendations:
● Establish MDH agency-wide processes and procedures that promote accountability when
engaging with CMI at the beginning, middle and end of a community engagement process.
This could include the “Principles for Authentic Engagement” developed by Public Health
Practice, and additionally:
○ Clear statements of intention and need from community as it relates to the
initiative
○ Clear statements as to how MDH will engage community throughout the process
and after the process
○ Clear statements as to how a community may benefit or may be impacted by a
process, including what types of information will be solicited and then given back
in the form of community generated data
5. 6
○ Promote community engagement processes that are more accessible for CMI,
which includes budgeting for stipends and/or childcare, transportation assistance
for community members to be able to attend advisory meetings, hosting meetings
in community spaces, and contracting with community organizers to host meetings
○ Institute an agency-wide understanding of shared power and decision making that
can also be applied in multi-sectoral spaces and other government agencies in
order to create more authentic engagement and decision making with CMI.
○ Create a metric standard in order to measure the longitudinal impact and
upstream invest of engaging in community while using best practices
○ Build understanding at MDH of how to leverage institutional power to take a
stance in difficult situations that impact CMI and make sure that public health
prioritizes health in all policies and making policy decisions using an equity analysis
tool.
● Coordinate statewide community engagement strategies that will bring together multiple
levels of government and different sectors that serve CMI to share power and decision
making as it relates to policies and decisions that impact CMI health.
SYSTEMS-LEVEL CHANGE
Systems-level change is necessary to move the dial on health equity and create sustainable, long-
term impact. Systems that regularly and intentionally evaluate policies and practices through an
equity lens are better equipped to respond when inequities are identified. The HEAL council
identified key areas that require ongoing evaluation and improvement plans with accountability
measures.
Key Systems-Level Issues MDH Must Address:
● Workforce development - A workforce that is deeply passionate, connected, and committed
to health equity for those who suffer the greatest disparities is essential. This requires a
commitment to regularly scheduled reviews of recruitment, hiring, promotion, and retention
policies and practices.
● Training - Current efforts are being made to provide internal training on health and racial
equity across MDH. However, more rigorous evaluation of the efficacy and impact is needed.
Baseline data, collected from the employee engagement tools, must be assessed to determine
whether behavior change is happening, to what extent, and to measure the impact therein.
● Funding - The Council noticed that there are not clear mechanisms to communicate who is
awarded funding in CMIs and transparency in sharing with communities who has been
awarded funding via different funding streams and what funding opportunities are available,
particularly that will prioritize CMIs and advancing health equity.
6. 7
● Navigating MDH - It continues to be difficult for CMI to navigate MDH as an institution. Issues
such as an inability to find contact people for programs and deciphering which division is
responsible for handling issues and resolutions continue to be issues.
HEAL Council Systems-Level Recommendations:
1. Encourage transparency and working across departmental silos, across sectors, and across
other government agencies.
2. Make workforce data and trends publicly available by demographic (e.g., race/ethnicity,
sexual orientation, gender identity, disability status, etc.) and report trends over time
regarding hiring, retention, recruitment, promotion and dismissal.
3. The regularly scheduled reviews of recruitment, hiring, promotion, and retention policies and
practices to be developed and filtered with a social justice and equity lens. We encourage the
administration to lean on the HEAL Council to help partner on what this looks like for MDH,
including adding questions to the hiring process about bias and how the candidate will
incorporate and champion equity into their work plan.
4. Establish departmental goals related to health equity (based on baseline data, collected from
employee engagement tools) and evaluation measures with accountability for all MDH
employees including MDH leadership.
5. Incorporate health equity as a responsibility in job descriptions. The employee’s
evaluation/performance review their ability to advance health equity. This process shall be
streamline throughout the entire agency, and this should include expectations about staff
development and training related to bias.
6. Assign resources: financial, human and otherwise, to health equity initiatives with the end
goal of an organizational culture shift to increase intercultural competency and mindfulness.
7. Better communication, coordination and accountability from MDH to communities
throughout community engagement processes to decrease the likelihood that communities
are confused about how to access decision makers, services, and other important information.
8. Expand and create publicly accessible information on grantmaking at MDH so that
communities most impacted can readily access information about who is receiving funding,
for what health issues, and what work needs to be done to ensure equity in grantmaking.
9. For accountability and to set realistic goals and identify quality improvement measures,
baseline data will need to be collected. Departments should identify areas for improvement
(based on data or known issues) in areas of health equity and identify champion(s) to lead this
work, report on progress and modify goals over time. Division directors will report on status of
health equity initiatives (against established goals) and efforts to Executive Office and I-
HEALTH. A strategy to disseminate and share this information will contribute to cross
departmental collaboration and greater agency level impact.
7. 8
HEAL would like to extend our gratitude to you and MDH leadership and staff for their thoughtful
leadership and movement on health equity initiatives across the agency. As a next step, HEAL
members would like to meet with you by March 31, 2019 to discuss how to implement the above
recommendations and best support MDH during this new administration. HEAL Co-Chairs Va Yang
and Dr. Jokho Farah will follow up with you to schedule this meeting.
We know that advancing health equity is a long-term effort, and the HEAL Council and communities
stand with MDH in its efforts to make Minnesota more equitable for our current residents and for
future generations to come. We look forward to continued partnership with MDH as we collectively
work to ensure all communities in Minnesota thrive.
Signed - HEAL Council Members:
Dr. Jokho Farah, Co-Chair
Va Yang, Co-Chair
Ruth Richardson, Member
Dr. Abiola Abu-Bakr, Member
Dr. Rachel Hardeman, Member
Sameerah Bilal, Member
Dr. Felicia Washington Sy, Member
Dr. Tamiko Morgan, Member
Samuel Moose, Member
Aaron Lee Wittnebel, Member
Malissia Jones, Member
Melanie Plucinski, Member
Laurelle Myhra, Member
Migdalia Loyola, Member
Carlos Guereca, Member
Camille Cyprian, Member
Therese Genis, Member
Cassandra Silveira, Member
Jennifer Nguyen Moore, Member
Joann Usher, Member
Alexandra Griffin, Member
Dr. Dylan Galos, Member
Houa Moua, Member
8. 9
Appendix A
About the HEAL Council
The HEAL Council was created in January 2018 as part of a broader effort by the MDH to address
Minnesota’s disparities in health status – particularly those persistent disparities across various
ethnic, racial and regional groups. The HEAL Council members represents the voices of many
communities most severely impacted by health inequities across the state, including racial and ethnic
minority groups, rural Minnesotans, Minnesotans with disabilities, American Indians, LGBTQ
community members, refugees and immigrants.
HEAL COUNCIL MISSION, VISION, VALUES
Adopted September 2018
VISION
The MDH HEAL Council envisions a Minnesota where health equity is experienced by all, and
communities most impacted by historical trauma, structural oppression and health inequities
can control and contribute to their own futures.
MISSION
The MDH HEAL Council’s mission is to be a guiding body that works collaboratively with MDH
to create sustainable action for systems and policy changes that advance health equity for all
communities.
PURPOSE
The purpose of the HEAL Council is to eliminate health disparities, name and address
institutionalized structural racism and other social, economic, and environmental injustices
that create health inequities.
VALUES
1. We value sustainable solutions and action.
2. We value transparency and accountability.
3. We value diversity, equity, intersectionality and justice.
4. We value experience, practice, and knowledge.
5. We value community engagement and participation.
6. We embrace that this work is complex, which includes ambiguity and tension.
9. 10
HEAL Council Accomplishments
● HEAL met six times in 2018 (bi-monthly), dedicating over 30 hours per member to the Council
(over 750 volunteer hours).
● HEAL members advised on several MDH initiatives and projects, including:
o MDH’s 2015-2019 Strategic Plan and Work Plan
o Center for Health Equity Eliminating Health Disparities Initiative Request for Proposals
review.
o Advised MDH Equity in Grants workgroup on draft documents to be implemented
agency wide.
o Center for Health Equity’s Health Equity Coaching Initiatives
o MDH SQRMS data collection efforts and metrics
o Results from the MDH Employee Survey
● The HEAL council co-chairs have worked with I-HEALTH (internal health equity leadership
council of MDH) to streamline efforts and align the work of the councils.
● The HEAL Council has drafted and adopted internal governance structures including mission,
vision, values, purpose, decision making, and council member roles.
● The HEAL Council has spoken with Commissioner Malcolm about the importance of health
equity work across the department.