Better lives. Stronger communities
Transcript of Better lives. Stronger communities
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Better lives. Stronger communities.INDIANA UNIVERSITY CENTER FOR RURAL ENGAGEMENT
INDIANA UNIVERSITY BLOOMINGTON
Partnering with Rural Communities
• Health
• Arts and culture
• Education
• Housing
• Environment and resilience
• Business and innovation
• Leadership development
The Center for Rural Engagement at Indiana University Bloomington brings together people, research, cultural assets, and expertise to improve quality of life and address challenges in areas such as:
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INDIANA UNIVERSITY BLOOMINGTON
Our ImpactTogether we’ve accomplished a lot:
ENGAGED7,000+ residents in
39 Indiana communities and
27 counties
LAUNCHED158 projects, including 67
community resilience projects, 57 health projects, and 20 arts and quality of
place projects
INVOLVED4,900+ IU students,
185+ faculty members, and all 16 IU
Bloomington schools
PARTNEREDin grants totaling more than $2.5 million and with all three of IU’s Grand Challenges
programs
INDIANA UNIVERSITY BLOOMINGTON
IU students are making a difference
70,000 +hours of student work focusingon health, mental health, addiction, and social work
658,000 +hours of student volunteerservices to local communities through IU Corps
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INDIANA UNIVERSITY BLOOMINGTON
Health and the Economy
• Social determinants of health
• Workforce health
Neighborhood and Built
Environment
Health and Health Care
Social and Community
Context
Education
Economic Stability
INDIANA UNIVERSITY BLOOMINGTON
Goals: Quality of Place
1. Develop a replicable, collaborative rural regional housing planning process and model, launching the first plan by 2020 that will create 3,500 new housing units for varied income levels for the counties of Monroe, Owen, Greene, Orange, and Lawrence. Replicate the planning process with two other regional areas by 2023.
2. Drawing on IU Bloomington’s considerable strengths in the arts and humanities, design and test a scalable, replicable and sustainable process to build community capacity for social and cultural capital in at least three rural Indiana communities in order to build sense of place and enhance the ability of rural communities to grow and thrive.
3. Working with three communities, create a comprehensive community development plan which includes activities and public places for interaction, downtown revitalization, diversified housing plans, broadband, and access to health care.
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INDIANA UNIVERSITY BLOOMINGTON
Together we’re helping the arts thrive in rural communities.
INSPIRING RURAL ARTS
INDIANA UNIVERSITY BLOOMINGTON
Together we’re helping workers and people of all incomes find good, affordable places to live.
INNOVATIVE RURAL HOUSING
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INDIANA UNIVERSITY BLOOMINGTON
Goals: Resilient Communities
1. Create and begin to implement a local food value chain advancement plan for regional food producers to affect an increase in food grown within the Indiana Uplands and a 5% increase in consumption of locally grown food by Indiana Uplands residents by 2021.
2. By 2021, conduct three regional analyses to inform the communities of the Indiana Uplands on the environmental, economic, health, and social impacts of the distinctive karst geography on the region’s water quality and supply.
3. Lead an education, promotion, and development campaign for parks, trails and recreation to attract 10% more visits to parks and recreation facilities in the Indiana Uplands by 2021.
INDIANA UNIVERSITY BLOOMINGTON
Together we’re championing safe water and robust recreation.
QUALITY OF LIFE THROUGH NATURAL RESOURCES
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INDIANA UNIVERSITY BLOOMINGTON
Goals: Health
1. Address major chronic and lifestyle conditions, specifically type 2 diabetes, hypertension, and obesity
2. Improve the health and well-being of women, children, and families
3. Reduce the cumulative impact of substance abuse in Lawrence, Orange, Daviess, and Martin counties.
INDIANA UNIVERSITY BLOOMINGTON
Opioid addiction has devastated rural communities. Together we’re fighting back.
CONFRONTING THE OPIOD CRISIS
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Together we’re bringing tailored care to people with chronic illnesses.
CREATING A HEALTHIER INDIANA
INDIANA UNIVERSITY BLOOMINGTON
Together we’re using data to make healthier communities.
BETTER HEALTH OUTCOMES
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COMMUNITY HEALTH IMPROVEMENT FROM A BUSINESS, OR ECONOMIC DEVELOPMENT, ORWORKFORCE DEVELOPMENT PERSPECTIVE
A Healthy Place to Live, Learn, Work and Play:
PRESENTED BY PRISCILLA A. BARNES, MPH, PHD, MCHES
ASSOCIATE PROFESSOR, IU SCHOOL OF PUBLIC HEALTH-BLOOMINGTON
Learning Objectives
Describe the purpose of a community health improvement process
State one benefit to community health improvement planning from a business, economic development OR workforce development perspective
Discuss partnership development including businesses, health care, and community organizations to improve community health improvement processes in communities
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My “Why”
LIVE
WORK
PLAY
Looks like ABC Soup to me….what do these acronyms stand for?
CHIP CHA/CNA SP
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These acronyms are….
CHIP = community health
improvement plan/process
CHA/CNA = community health
assessment
SP = strategic plan
• A 2-3 year systematic plan used by community agencies to set priorities and coordinate resources.
• A systematic examination of the health status indicators for a given population that is used to identify key issues and assets in a community.
• A deliberate decision-making process that defines where an organization is going in 3-5 years.
Many Names, One Goal
CHIP & CHA (Public Health) CHNA (Hospitals)
Similar steps Same goal: Make the community a healthy place to
live, learn, work and play
CNA (Indiana Wellness Council) assess community programs, services and
infrastructure in four areas: health, economy, environment and community
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CNA
CHIP
Components of a Community Health Improvement Plan
Priority areas Strategies Objectives (S.M.A.R.T. goal) Baseline indicators Source(s) of measurement Responsible partner
agencies Action Plan (resources
needed to achieve objectives, anticipated result, result verification, target date)
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Key Players Involved in a CHIP
Individuals who are directly affected by the issue Individuals whose lives or jobs will be affected by the CHIP Change agents. Those with the power and authority to
create change: public officials, lawmakers, potential funders, and opinion leaders
Influential people. The business community, clergy, leaders of various groups, ordinary citizens who have the respect of the community
Community members. Since the process demands commitment by and accountability to the community, it makes sense to involve community members in it
So…why should
EVERYONEcare about
CHIP?!?
Time for Plickers!
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Benefits of Developing a CHIP
↑ Effectiveness through collaboration
↓ Duplication of efforts
↓ Reduce health care costs over time
↑ Community engagement and awareness around health issues
↑ Health of community
↑ Build the community’s infrastructure
CHIP Pilot Project
Healthy Rural Indiana 2025 • Funded by the Center for Rural Engagement
• Recognized the value of CHIP processes to direct more focused and comprehensive efforts to impact health outcomes
Four rural counties selected in Phases I: • Daviess
• Orange
• Martin
• Lawrence
Washington, IN Loogootee, INPaoli, IN Bedford, IN
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CHA/CNA Priorities
Lawrence County (2018)Access to health care services
ObesitySubstance useMental health
Martin County (2016)Access to primary care
Access to mental health careEducating community on healthcare
topicsWomen services - mammography
Daviess County (2015)Affordability & Accessibility (Access)
ObesitySubstance useMental health
Orange County (2018)Access to care
Obesity, diabetes, physical activity
Substance useMental health
Social determinants of health
CRE CHIP Counties (Phases 1 and 2)
Phase 1 (August 1, 2018-July 31, 2019)Counties Population Rank* County specific needs
assessmentFacilitatingagency?
Martin 10,203 34 No, but included in other assessments
Memorial HospitalDaviess Community
HospitalDaviess 32,729 45 Yes (2016, 2019 in process) Daviess Community
HospitalOrange 19,626 69 Yes (2015, 2018) IU Health Paoli Lawrence 45,704 84 Yes (2015, 2016, 2018) IU Health Bedford
and St. Vincent’s Phase 2 (August 1, 2019- July 31, 2020)
Greene 32,177 57 No TBD
Crawford 10,566 82 No TBD
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