Spring 2012 conference inter chna packet materials

Southeast Region InterSoutheast Region InterSoutheast Region InterSoutheast Region Inter----CHNACHNACHNACHNA

Greater Brockton • Greater New Bedford • Greater Taunton Greater Fall River • Greater Plymouth • Cape & Islands

Agenda: Spring 2012 Southeast Region

Inter-CHNA Leadership Conference

Inter-CHNA Statement of Purpose:

The mission of the Inter-CHNA is to bring forward the voice of public health in our communities and to broaden the scope

and definition of public health by providing support, education and opportunities for networking, as well as building

collaboration, problem-solving, influencing policy, finding and developing resources and sharing best practices that aid in

promoting CHNA work around health disparities, health equity and social determinants of health.

9:00am-9:30am – Registration and Refreshments (Coffee, Juice, Tea)

9:30am-10:00am – Welcome and Overview for the Day

10:00am-12:00pm – Morning Workshop Sessions

-Session 1: Marketing and Branding

-Session 2: Policy and Advocacy

-Session 3A: Social Media 101

12:00pm-1:00pm – Networking and Lunch

1:00pm-3:00pm – Afternoon Workshop Sessions

-Session 1: Marketing and Branding

-Session 2: Policy and Advocacy

-Session 3B: Social Media 201

3:00pm-3:30pm – Networking



Breakout Sessions 1. Marketing and Branding - Conor Yunits-Liberty Square Group

The keys to a strong marketing and branding campaign are understanding your audience and knowing

your purpose. Who are you trying to reach? What do you want them to know? How do they receive

information? Why should they care? In this session, participants will discuss different audience types,

the evolution of communications, and tools for effective messaging. Participants will break into groups

to consider different communication challenges and methods for resolving them. Finally, we’ll discuss

ways CHNA members can implement these tools in order to more effectively market their efforts in the

community.

2. Policy and Advocacy - Christine Johnson-Staub-CLASP

Drawing on her advocacy and public policy experience in Washington, at the State House, and on Cape

Cod, Christine will engage workshop participants in a discussion about the keys to effective public

advocacy for low-income and at-risk families: identifying clear policy goals, targeting and timing

advocacy efforts, and using data and personal stories to make your case. Participants will explore their

advocacy priorities, and how to use available data and stories to craft an effective message that will

move their policy priorities to the top of their legislator’s list! Christine will also provide “advocacy

101” tips about communication, relationship building, and strategy to help participants’ advocacy goals

succeed!

3. Social Media - David Crowley-Social Capital Inc. (Laptop, Tablet or Mobile Internet Device

Required for participation in these workshops)

Social Media 101 (A): This session is designed for those who are new to social media, and are in the

early stages of using it for their work. We will discuss why social media can be an important tool and

review the benefits and relevance of major social media platforms. The hands-on portion of the session

will focus on the basics of setting up and using a Facebook page. We will do a short hands-on

introduction to Twitter. Prerequisite: None required, but it would be helpful to at least have a personal

Facebook profile account established prior to the session. However, if you need help with this, that can

be provided during the working time. Also, having access to a few digital photos from your organization

would be helpful.

Social Media 201 (B): This session is designed for those who have some experience using social media

in a professional context, who seek to increase their skill-base and understanding of how to leverage the

tools to achieve their goals. The session will start by briefly reviewing the benefits of major social media

platforms for community work. David will discuss how to develop a social media plan, including how to

generate a consistent schedule of engaging content. We will discuss strategies for fostering engagement

on Facebook, review and utilize features of the new Facebook timeline for pages format, and discuss

how to use Facebook Insights to determine what is working and how to increase interaction. The session

will also cover basics of how to use Twitter effectively, including using Hootsuite as a management tool.

David can also briefly touch upon other platforms that may be of interest to participants.



Presenter Biographies

Conor Yunits, Senior Vice President, Liberty Square Group

Conor Yunits is senior vice president for New Media & Public Affairs at the Liberty Square Group. At LSG,

Yunits leads the firm’s communications and social media efforts for clients in various fields, including elected

officials, political candidates, financial service firms, biotech companies, labor unions, and industry associations.

Yunits is also a noted political blogger. In 2009, Yunits created and authored Kennedyseat.com, a blog that

focused entirely on the special election to replace Senator Edward M. Kennedy. Kennedyseat.com earned

recognition across the region and in Washington, DC. His other political blogs and twitter presence have made

Yunits a respected and well-read political pundit in Massachusetts. He previously served as director of

communications for the Greater Boston Chamber of Commerce, establishing a brand presence across radio,

television, and social media platforms. Prior to joining the Chamber, Yunits was a legislative aide on Beacon

Hill, worked on a number of state and local political campaigns, and was a junior staffer at a Capitol Hill boutique

consulting firm. He is a graduate of The George Washington University and earned a Master of Science in Public

Affairs from the McCormack School of Policy Studies at the University of Massachusetts Boston. More on

Liberty Square http://libertysquaregroup.com/. Follow Conor on Twitter @conoryunits.

Christine Johnson-Staub, Senior Policy Analyst-Child Care and Early Education, CLASP

Ms. Johnson-Staub is a senior policy analyst on the Child Care and Early Education team at CLASP.

Ms. Johnson-Staub's expertise is in the areas of systems building, design and implementation of quality

rating systems, child care subsidy programs and policy and technical assistance. She helps guide

CLASP's state technical assistance as well as its work on financing and linking systems. Prior to joining

CLASP, Ms. Johnson-Staub consulted with public and private agencies across the country on policy and

system development related to child care and early education. Ms. Johnson-Staub also spent time

providing management and policy support to a large child care agency, and directing a Cape Cod

regional family support coalition. She has worked with state and federal legislative offices as well as a

variety of public, private, and non-profit agencies. Ms. Johnson-Staub earned a master's degree in public

policy from The George Washington University, and a bachelor's degree from the University of

California, Santa Cruz.



David Crowley, President & Founder, Social Capital Inc.

David Crowley is the President of Social Capital Inc. (SCI), which he founded upon returning to his native

Woburn, Massachusetts. Since 2002, SCI has been a national leader in exploring how communities can

systematically, intentionally, weave stronger social fabrics connecting its members. SCI currently operates in 10

Massachusetts communities, and is working on a new national Civic Communication Corps based on its work.

David was selected as a Social Innovator featured in the first Social Innovation Forum held in 2003 and featured

in Commonwealth Magazine in 2004.

David has a long track record of leadership activities in the field of civic engagement and social capital. He

chaired the program committee for the successful Mass. Civic Engagement Summit held in 2007. Prior to starting

SCI in 2002, David served as Executive Director of Generations Incorporated for six years, expanding the

organization to become a national leader in intergenerational programming. He also started and directed

Kentucky Community Service Commission.

David graduated from Harvard University in 1991, with a concentration in Government. He was a member of the

LeadBoston class of 2000.

Learn more about SCI’s work at http://socialcapitalinc.org and follow on Twitter @socialcap.



A Community Health Network is a local coalition of public, non-profit, and private sectors working together to build healthier communities in Massachusetts through community-based prevention planning and health promotion.

The Massachusetts Department of Public Health established the Community Health Network Area (CHNA) effort in 1992.

Today this initiative involves all 351 towns and cities through 27 Community Health Networks.

Community Health Networks are committed to continuous improvement of health. Each of the 27 Community Health Networks collaboratively identifies local and regional health priorities, designs

community-based prevention plans, and track success in achieving healthier communities. CHNA’s develop new health

improvement projects as initial projects are completed. Community Health Networks may be guided in selecting health improvement projects by using the following approach:

• Review the CHNA vision: healthier people in healthier communities in Massachusetts through community-based

prevention planning and health promotion

• Review the CHNA health status indicators and other health and community data

• Identify, analyze and collectively prioritize health problems in the community. Examples of tools to assist this

process include APEX-PH (Assessment Protocol for Excellence in Public Health), PATCH (Planned Approach to

Community Health), Together We Can, and Healthy Communities

• Identify current resources

• Design strategies and develop an action plan to reduce leading health disparities

• Establish a set of measurable outcomes to evaluate progress towards improved health

• Work together to implement the action

• Evaluate outcomes

• Go on to the next health issue

While each Community Health Network may have a different design and composition, all Networks function as frameworks

for the development of partnerships that enhance cooperation in developing a preventive, primary care health model in each

community

Community Health Networks are guided by the following principles: • Community Health Networks are committed to continuous improvement of health.

• Community Health Networks are focused on tracking area health indicators and eliminating identified disparities.

• Community Health Networks are community and resident based.

• Community Health Networks are inclusive of key stakeholders in health improvement: residents, consumers,

coalitions, communities of faith, local and state governments, businesses, and providers of community-based health,

education, and human services.

• Community Health Networks are reflective of the age, racial, ethnic, gender, sexual orientation, and linguistic

diversity of the area.

• Community Health Networks are working partnerships among the Department of Public Health, residents,

consumers, coalitions, local service providers, local and state governments



CHNA 22: Greater Brockton Community Health Network Serving the communities of Abington, Avon, Bridgewater, Brockton, East Bridgewater, Easton, Holbrook, Stoughton, West

Bridgewater and Whitman.

Meeting Schedule: First Friday of every month from 8:45am-10am

Stonehill College (Roche Dinning Hall –Cleary Commons) – 320 Washington St. Easton

Contact Info: Caitlyn Slowe (Coordinator) – [email protected], 508-385-2350 x269

Website: www.chna22.org

CHNA 23: South Shore Community Partners in Prevention Serving the communities of Carver, Duxbury, Halifax, Hanover, Hanson, Kingston, Marshfield, Pembroke, Plymouth,

Plympton and Rockland.

Meeting Schedule: Second Wednesday of each month from 8:30am-10am

Jordan Hospital (Funkhouser Conference Room) – 275 Sandwich St. Plymouth

Contact Info: Caitlyn Slowe (Coordinator) - [email protected], 508-385-2350 x269

CHNA 24: Greater Taunton Health and Human Services Coalition Serving the communities of Attleboro, Berkley, Dighton, Lakeville, Mansfield, Middleborough, North Attleboro, Norton,

Raynham, Rehoboth, Seekonk and Taunton.

Meeting Schedule: Third Tuesday of each month from 9am-10:30am.

Bristol Plymouth Regional Technical School (Silver Platter Café) – 940 County St, Taunton

Contact Info: Amanda Decker (Vice-Chair) - [email protected]

Website: www.chan24.net

CHNA 25: Greater Fall River Partners for a Healthier Community Serving the communities of Fall River, Somerset, Swansea and Westport.

Meeting Schedule: Second Friday of each month from 8:30am-10am

SSTAR Training Room - 400 Stanley Street, Fall River

Contact Info: Wendy Garf-Lipp (Chair) - [email protected],

Website: www.gfrpartners.com

CHNA 26: Greater New Bedford Allies for Health and Wellness Serving the communities of Acushnet, Dartmouth, Fairhaven, Freetown, Marion, Mattapoisett, New Bedford, Rochester and

Wareham.

Meeting Schedule: First Thursday of each month from 9am-10:30am

DPH Southeast Regional Health Office – 1736 Purchase St. New Bedford

Contact Info: Elizabeth Leatham (Coordinator) – [email protected],

Website: www.gnballies.org

CHNA 27: Cape and Islands Community Health Network Alliance Serving the communities of Aquinnah, Barnstable, Bourne, Brewster, Chatham, Chilmark, Dennis, Eastham, Edgartown,

Falmouth, Gay Head, Gosnold, Harwich, Mashpee, Nantucket, Oak Bluffs, Orleans, Provincetown, Sandwich, Tisbury,

Truro, Wellfleet, West Tisbury and Yarmouth.

Meeting Schedule: Second Thursday of each month from 9am-11am

Barnstable Superior Court House (Rm 11/12) – 3195 Main St. Barnstable

Contact Info: Beverly Costa-Ciavola (Chair) - [email protected]

Website: www.bchumanservices.net/community-partners/chna/



Massachusetts Department of Public Health

Determination of Need Factor 9 | Community Health Initiatives

Introduction

The Determination of Need (DoN) Program promotes the availability and accessibility of cost effective

quality health care services to the citizens of Massachusetts and assists in controlling health care costs.

DoN was established by the Legislature in 1971 to encourage equitable geographic and socioeconomic

access to health care services, help maintain standards of quality, and constrain overall health care costs

by eliminating duplication of expensive technologies, facilities and services. The DoN program receives

applications from health care facilities planning substantial capital expenditures or substantial change in

services. It is the responsibility of DoN to evaluate proposals and make recommendations to the Public

Health Council members who then approve or disapprove the expenditures and/or new services. The

DoN program reviews applications using specific standards and guidelines.

The DoN regulation (105 CMR 100.000) requires that applicants include plans for the provision of

primary care and preventive services, known as Community Health Initiatives (CHIs). Applicants

develop CHIs in cooperation with the MDPH Office of Healthy Communities. The Public Health

Council must approve CHIs as part of the DoN process. MDPH provides policies, procedures, and

guidance for the development of CHIs in a document from which this summary is extracted

(“Determination of Need Factor 9, Community Health Initiatives, Polices and Procedures, 2009”.

Massachusetts Department of Public Health, Office of Healthy Communities)

Applicable Regulation

The Determination of Need primary and preventive health care services and community contributions

review factor is required under 105 CMR 100.533(B)(9) and described under 105 CMR 100.551(J) as

follows:

(1) the holder [of an approved DoN] shall expend, over a five-year period (or other period approved by the Department) an amount reasonably related to the cost of the project, for the provision of

primary and preventive health care services necessary for underserved populations in the

project’s service area (or other area approved by the Department) and reasonably related to the

project, in accordance with a plan submitted as part of the application process (see 105 CMR

100.533(B)(9)) and approved by the Department; and

(2) the holder shall file reports with the Department detailing compliance with its approved plan, and

to the extent practicable, an evaluation of the health effects thereof. The frequency, content and

format of such reports shall be established by the Department.

Note: the Community Health Initiatives (CHI) program is commonly referred to as “Factor 9,” since it is

required under section 9 of subsection 100.533(B) of the Determination of Need regulation.



Customary Contribution and Expenditure Period

The customary contribution for Community Health Initiatives is five percent of the approved Maximum

Capital Expenditure for a DoN project. The total approved CHI expenditure is normally divided for

allocation in even amounts over a five-year period from date of commencement of the approved project.

Longer or shorter periods and uneven annual allocations may be negotiated. CHI expenditures may

commence concurrent with start-up operations of completed DoN projects or upon Public Health

Council approval of DoN applications. The Department may occasionally negotiate discounts for large

projects that begin CHI payments upon approval of DoN applications. Although the regulation permits

waiver of the requirement, the Department has never waived the CHI for applicable projects.

Program Purpose & Principles

The Community Health Initiative (CHI) program is intended to foster collaborations between applicant

institutions and community-based partners to improve the health status of vulnerable populations and to

build community capacity to promote social determinants of good health.

The CHI program supports Healthy Communities principles expressed in documents such as the Ottawa

Charter for Health Promotion,1 the U.S. Department of Health and Human Services guide to “Healthy

People in Healthy Communities,”2 and the World Health Organization report, Primary Health Care:

Now More than Ever.3 In brief, these authorities agree that population health requires social justice and

attention to the full range of issues upon which good physical health is based, including personal safety,

a healthy environment, employment and income security, and affordable access to high quality food,

housing, education, transportation, and health care services that focus on the prevention of injury and

disease.

The CHI program embraces a broad definition of health, including physical, mental, and social well-

being. Since health is influenced by the inter-relationships of social, environmental, and economic

factors, good health requires that people are able to exercise personal and collective power over the

conditions that influence their well being. CHI expenditures are therefore directed not only to support

effective health services, but also to build sustainable capacity for community health promotion

involving broad-based cooperation among public and private sector institutions, organizations, leaders,

and residents.

1 Available at www.who.int/hpr/NPH/docs/ottawa_charter_hp.pdf. 2 Available at http://odphp.osophs.dhhs.gov/pubs/healthycommunities/hcomm2.html 3 Available at http://www.who.int/whr/2008/en/index.html.

