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Integrating asthma prevention and control: The roles of the coalition. Health Promotion Practice
, 2006
"... When the Allies Against Asthma (Allies)coalitions began their work, local activities tocontrol pediatric asthma were fragmented. People with asthma did not know how to access asthma management resources. Some services were unavail-able while others were duplicated. Organizations serv-ing people with ..."
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When the Allies Against Asthma (Allies)coalitions began their work, local activities tocontrol pediatric asthma were fragmented. People with asthma did not know how to access asthma management resources. Some services were unavail-able while others were duplicated. Organizations serv-ing people with asthma were often unaware of the full range of services in the community or did not have mechanisms to refer clients to them. They competed for funding and other resources. The educational materials and messages about asthma prevention and control they offered were inconsistent. Communication among medical providers, school staff, and caretakers of children with asthma was limited; sharing of patient Activities addressing pediatric asthma are often frag-mented. Allies coalitions promoted integration, the align-ment of concurrent asthma control activities across and within sectors. Systems integration describes activities from an organizational perspective. Activities included developing a shared vision, promoting consistency in asthma education and self-management support, improv-ing adherence to clinical guidelines, advocating jointly for policy change, and seeking funds collaboratively. Service integration describes activities focused on ensur-ing seamless, comprehensive services through coordina-tion within and across organizations. Activities included use of community health workers (CHWs) and nurses for care coordination, program cross-referral, and clinical quality improvement. Integration is a sustainable role for coalitions as it requires fewer resources than service delivery and results in institutionalization of system changes. Organizations that seek integration of asthma control may benefit.
Building allies coalitions: Why formation matters
- Health Promotion Practice, 7(2 Suppl
, 2006
"... 1993). For the purposes of this article, formation is the initial building of the coalition as an organization (Clark et al., 2006 [this issue]). Formation usually begins when a lead agency with links to the community brings together key organiza-tions that recruit a group of community partners to i ..."
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1993). For the purposes of this article, formation is the initial building of the coalition as an organization (Clark et al., 2006 [this issue]). Formation usually begins when a lead agency with links to the community brings together key organiza-tions that recruit a group of community partners to ini-tiate a coalition focusing on a health or social issue of concern. Key leaders and staff are identified who develop structures (e.g., committees, rules) and operating procedures (processes) to promote coalition effective-ness. These structures help ensure that the coalition will assess the community, develop an action plan, and select and implement effective strategies. In this article, we describe how Allies coalitions were built and how the process itself may contribute to their effectiveness and longevity. This article describes how formation of the Allies Against Asthma coalitions was influenced by commu-nity context, history, leadership, membership, struc-ture, processes, and other factors. Based on member surveys, key informant interviews, and self-assessment tools, results indicate that three coalitions developed from existing coalitions, and four formed in response to funding. The coalitions took an average of 12 months to form and completed 98 % of formation tasks. Fund-ing, technical support, and networking among grantees promoted formation. Although cultures, geographies, lead agencies, and years of experience differed, coali-tions developed similar structures and processes. Two of three new coalitions took the longest to form, high-lighting the need for flexibility and technical assistance when funding new coalitions.
Allies community health workers: Bridging the gap. Health Promotion Practice
, 2006
"... The use of community health workers (CHWs) inpublic health is not new. As members of thehealth care team, CHWs serve in outreach settings to increase access and effective utilization of health care and social services, particularly among minority and disadvantaged communities. As informed community ..."
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The use of community health workers (CHWs) inpublic health is not new. As members of thehealth care team, CHWs serve in outreach settings to increase access and effective utilization of health care and social services, particularly among minority and disadvantaged communities. As informed community members they assist their neighbors to negotiate systems, ensure that families receive the services they need, and provide culturally appropriate health education, infor-mation, and support in a family’s primary language
Coalition-Based Approaches for Addressing Environmental Issues in Childhood Asthma
"... of the most common chronic diseases in children in the United States (Centers for Disease Control and Preven-tion [CDC], 2004). Self-reported rates of childhood asthma are increasing, with mortality and/or morbidity disproportionately affecting poor and minority popula-tions (CDC, 2005; IOM, 2000). ..."
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of the most common chronic diseases in children in the United States (Centers for Disease Control and Preven-tion [CDC], 2004). Self-reported rates of childhood asthma are increasing, with mortality and/or morbidity disproportionately affecting poor and minority popula-tions (CDC, 2005; IOM, 2000). Recent studies have shown a link between air pollu-tion and respiratory symptoms, asthma exacerbations, and asthma hospitalizations (Committee on Environ-
Article Engagement and Action for Health: The Contribution of Leaders ’ Collaborative Skills to Partnership Success
"... Abstract: A multi-site evaluation (survey) of five Kellogg-funded Community Partnerships (CPs) in South Africa was undertaken to explore the relationship between leadership skills and a range of 30 operational, functional and organisational factors deemed critical to successful CPs. The CPs were col ..."
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Abstract: A multi-site evaluation (survey) of five Kellogg-funded Community Partnerships (CPs) in South Africa was undertaken to explore the relationship between leadership skills and a range of 30 operational, functional and organisational factors deemed critical to successful CPs. The CPs were collaborative academic-health service-community efforts aimed at health professions education reforms. The level of agreement to eleven dichotomous (‘Yes/No’) leadership skills items was used to compute two measures of members ’ appreciation of their CPs ’ leadership. The associations between these measures and 30 CPs factors were explored, and the partnership factors that leadership skills explained were assessed after controlling. Respondents who perceived the leadership of their CPs favourably had more positive ratings across 30 other partnership factors than those who rated leadership skills less favourably, and were more likely to report a positive cost/ benefit ratio. In addition, respondents who viewed their CPs ’ leadership positively also rated the operational understanding, the communication mechanisms, as well as the rules and procedures of the CPs more favourably. Leadership skills explained between 20 % and 7% of the variance of 10 partnership factors. The influence of leaders ’ skills in effective health-
