Arizona Department of Health Prevention Services' Work to Advance Health Equity Starts With an Assessment of Its Own Organizational Culture.

OBJECTIVE: To identify skills, organizational practices, and infrastructure needed to address health equity. DESIGN, SETTING, AND PARTICIPANTS: We developed an anonymous online staff survey to assess how to address health equity and policy implications and develop a baseline for future initiatives. We distributed invitations to all Arizona Department of Health Services (ADHS) Division of Prevention Services (DPS) state- and non-state-designated employees in February 2021. MAIN OUTCOME MEASURES: Employee self-reported perceptions of how agency, division, and programs address health inequities; information about (1) organizational and individual traits needed to support our ability to implement effective health equity-focused work and (2) processes to enable improved organizational and workforce capacities; and implications for strategic planning. RESULTS: Seventy-eight percent (N = 123) of eligible staff participated. Overall, we identified 21 of 28 organizational and 17 of 31 workforce capacities needing significant improvement. Organizational capacities were "Institutional commitment to address health inequities" (described using 6 elements), "Hiring to address health inequities" (2 elements), "Structure that supports true community partnerships" (3 elements), "Support staff to address health inequities" (4 elements), "Transparent and inclusive communication" (4 elements), "Community accessible data and planning" (1 element), and "Streamlined administrative process" (1 element). Workforce capacities were "Knowledge of public health framework" (4 elements), "Understand the social, environmental, and structural determinants of health" (1 element), "Community knowledge" (1 element), "Leadership" (4 elements), "Collaboration skills" (3 elements), "Community organizing" (3 elements), and "Problem-solving ability" (1 element). Using survey results, groups of staff identified change needed, specific actions, and training and communication to increase employee understanding. Proposed activities focused on data/evaluation, program planning/contracts, communications, personnel development, and community engagement. CONCLUSIONS: This survey allowed ADHS to establish a baseline of staff knowledge of the ADHS and DPS organizational commitment to address health inequities; results show us what areas to focus on to strengthen our capacity to achieve better outcomes; and improve health and wellness for all Arizonans.

Developing a university-workforce partnership to address rural and frontier MCH training needs: the Rocky Mountain Public Health Education Consortium (RMPHEC).

The objective of the article is to provide the socio-cultural, political, economic, and geographic conditions that justified a regional effort for training maternal and child health (MCH) professionals in the Rocky Mountain region, describe a historical account of factors that led to the development of the Rocky Mountain Public Health Education Consortium (RMPHEC), and present RMPHEC as a replicable model developed to enhance practice/academic partnerships among state, tribal, and public health agencies and universities to enhance public health capacity and MCH outcomes. This article provides a description of the development of the RMPHEC, the impetus that drove the Consortium's development, the process used to create it, and its management and programs. Beginning in 1997, local, regional, and federal efforts encouraged stronger MCH training and continuing education in the Rocky Mountain Region. By 1998, the RMPHEC was established to respond to the growing needs of MCH professionals in the region by enhancing workforce development through various programs, including the MCH Certificate Program, MCH Institutes, and distance learning products as well as establishing a place for professionals and MCH agencies to discuss new ideas and opportunities for the region. Finally over the last decade local, state, regional, and federal efforts have encouraged a synergy of MCH resources, opportunities, and training within the region because of the health disparities among MCH populations in the region. The RMPHEC was founded to provide training and continuing education to MCH professionals in the region and as a venue to bring regional MCH organizations together to discuss current opportunities and challenges. RMPHEC is a consortium model that can be replicated in other underserved regions, looking to strengthen MCH training and continuing education.