Public Health Exam 2

allows for better coordination and alignment of efforts across different sectors, ensuring a holistic approach to public health

(1) laying the groundwork; (2) developing mission, vision, and values; (3) compiling relevant infomration; (4) analyzing results and selecting strategic priorities (SWOT) (5) developing a strategic plan and implementation plan; (6) implementing monitoring and revising as needed

a systematic application of scientific methods to assess the conceptualization, design, implementation, and utility of interventions and programs

a logic model

all the program inputs, processes, outputs (activites and participation), and desired outcomes (short, medium, and long term)

(1) reflect and strategize; (2) identiy an engage stakeholders; (3) define the communit; (4) collect and analyze data; (5) prioritize community health issues; (6) document and communicate results; (7) plan implementation strategies; (8) implement strategies; (9) evaluate progress, then back to (1)

community engagment

2013

completing self-assessment activities and are reviewed by a site visit team according to standards developed by the PHAB

(1) promotes high performance and coninuous quality improvement (2) recognizes higher performers (3) illustrates accountability to the public and policymakers (4) increases visibility and public awareness of governmetnal public health, increasing trust, credibility, funding, and infrastructure (5) clarifies public 's expectations of helath departments

A person educated in public health or a related discipline who is employed to improve health through a population focus

300,000 (decline from past)

50% local, 30% state, 20% federal

RNs, environmental health workers, office support staff, and agency leadership

Nearly half

22 percent

14 percent

To ensure the workforce has core competencies, to allow for a description of expected knowledge and skills for the broad practice of public health

Organizational, human, informational, and financial resources

A formal partnership involving two or more groups working together to achieve specific goals according to a common plan

More efficient collaboration, larger reach, greater credibility, broad range of perspectives

(1) analyze the program's objectives and determine whether to form a coalition; (2) recruit the right people; (3) develop a set of preliminary objectives and activites; (4) convene the coalition; (5) anticipate the necessary resources; (6) define the elements of a successful coalition structure; (7) maintain coalition vitality; (8) make improvements through evaluation

Supporting the people who do the actual work of public health, for example workforce development (internal) and credentialing (external)

data collected at the public health departments for a variety of purposes, including: eligibility for services, reimbursement, evaluation of care, healath needs and status

surveys of health status, behaivoral risk factors, and service utilization; reportable communicable diisease surveillance systems; cancer incidence registries; vital records systems

understanding and constructing budgets, interpeting financial data and communications, assessing and correcting an organization's financial status

the selection and use of quantitative measure to reflect critical aspects of activities, including their effect on the public and public health customers

the process of integrating science-based interventions with community preferences to improve the health of populations

Does an interventon/service work in ideal settings

Does an intervention/service work in a specific community or setting

these services usually provided in the healthcare system, but local health departments can help assure that they are provided and accessible (screenings, vaccination, etc.)

the appropriate allocation and effecitve/efficient use of resources

a program hypothesis (depicted in a logical model)

planning, implementation, evaluation

evaluation strategies should be developed and agreed on before programs are implemented

usually short-term, describe the actual activities and services being provided as part
of the program

short, intermediate, and long-term; establish the intended effect of the program on
specific measures of the health problem

assess organizational, community, or system changes that result from a coordinated
set of program changes

(1) global environmental threats, (2) disruption of vital ecosystems, (3) global population overload, (4) persistent and widening social injustice and health inequity, (5) lack of access to affortable and effective care

21% and 1.5%

more rapid methods to produce vaccines quickly, better prioritizing of groups to be vaccinated, stockpiling and distributing medications, further developing medical and public health surge capacity

DDT, asbestor, lead in gasoline, and chloroflourocarban refrigerants

developing plans with core components that apply too any time of emergency

(1) recognizing the problem; (2) gathering intelligence about the scope of the problem; (3) mobilizing and coordinating first responders; (4) surging the medical capacity of the healthcare system (5) mitigating the problem by identifyin and removing its source

(1) systems thinking, (2) communication capabilities, (3) entrepreneurial orientation (proactiveness, innovativeness, and risk-taking), (4) transformational ethics (focus on social justice)