Start living healthy today

Get Healthy Talladega County is a countywide initiative created by a cross-section of health care, business and education professionals seeking to improve the quality of life in their county.

A variety of programs are already under way, and this marks the beginning of a comprehensive effort to help all of Talladega County lead a healthier lifestyle.

Whether it is a healthier mind, body or spirit, this initiative will provide the tools to help and will be an evolving and growing series of programs as well as serving as a resource center for a healthier you.

Take a look at our site, and see what we have to offer.




Strategic Plan

STRATEGIC PLAN

GET HEALTHY TALLADEGA COUNTY – BODY, MIND AND SPIRIT

 

Program Description and Shared Vision

 

With a fourteen-year history of successful collaboration and partnership, the Get Healthy Talladega County Network (GHTCN) is committed to expanding and enhancing our current relationships in order to improve the health and wellness of our residents.  The diversity and shared leadership among the collaborating partners position us to reshape our network structure and to respond more effectively to the evolving health care environment.

 

The GHTCN primary partners include the Sylacauga Alliance for Family Enhancement, Inc. (SAFE) as the lead agency; Coosa Valley Medical Center; Baptist Citizens Medical Center; Cheaha Regional Mental Health Center; East Alabama Regional Planning and Development Commission; Sylacauga City Schools; Talladega City Schools; Talladega County Board of Education; Talladega County Department of Public Health.  In cooperation with other providers and community organizations, these partners work to develop and implement multilevel interventions that combine physical, behavioral, and environmental components to create a culture of wellness.

 

Our vision is to achieve a sustained culture of health and wellness within Talladega County.

 

The mission of the Get Healthy Talladega County Network is to develop a collaborative network to promote health and wellness in Talladega County through education, engagement and the implementation of strategic health and wellness initiatives. The populations targeted for program-specific intervention include the school-age children and their families who are enrolled in the Sylacauga City, Talladega County and Talladega City Schools and adults who have been diagnosed with or who are at risk of developing chronic diseases, people with disabilities, and the frail elderly.

 

Three years ago, the East Alabama Regional Planning and Development Commission began a comprehensive needs assessment and planning process called CLEAR Plan 2030.  Margaret Morton, Executive Director of Sylacauga Alliance for Family Enhancement, was a member of the coalition for this HUD/DOT-funded project.  This process identified the following healthcare-related needs in East Alabama: improving connections for residents to appropriate health care resources and services, improving connections for health care providers to patients’ health maintenance information, and educating the public on existing health care resources and services.  The Goals of the GHTCN are based on the findings of the CLEAR Plan 2030.

 


 

Strategic Planning Approach and Design

 

Several methods have been used by the GHTCN for strategic planning.

  • With the CLEAR Plan 2030 as a guide, Network partners worked together to assess the needs for programs and services in Talladega County and to develop preliminary plans.
  • GHTCN hosted forums and held small-group meetings to include stakeholders.
  • With information compiled from the needs assessments and forums and small-group meetings, the GHTCN identified the following priority areas:
    • School and Community Wellness
    • Patient care and transition management
    • Aging and disabled
  • GHTCN has developed two vertical teams, called Communities of Practice, in order to increase community capacity in the following areas: 1) school-based and community wellness, and 2) transitions of care across the continuum, including support for the aging and disabled population. Each Community of Practice team has conducted a SWOT analysis of existing programs and resources for use in planning activities and timelines.  Representation includes providers, schools, social services, civic groups and faith organizations.
  • On March 9, Network members participated in a facilitated discussion to review the progress of the Communities of Practice and to reach consensus on the Vision and Mission statements.
  • Subsequent meetings led to refinement of Network Goals and Objectives.
  • At the same time that the Communities of Practice are developing their plans of action, the nine current primary GHTC Network partners are meeting regularly to implement the necessary actions for formalizing their network structure by forming sub-committees to determine a mechanism for decision-making, develop by-laws, policies, and procedures, recommend a slate of officers, and revisit the existing MOAs for any necessary adjustments.

 

The GHTC Network provides broad oversight and management of the grant project so that the objectives related to the identified focus areas can be effectively met. Partners work directly with Margaret Morton, Executive Director of the Sylacauga Alliance for Family Enhancement, Inc. and  Lori Corley, Network Director of GHTC. The Network Director reports directly to the Network partners on behalf of the Communities of Practice.

 


 

Environmental Scan and Analysis

 

The Network partners have identified the following advantages for the implementation of this HRSA Network Development grant project:

 

History of collaboration:  The primary Network partners have worked together in various capacities on a number of programs, including two Outreach grants, since 1999. The partners have good working relationships and a strong commitment to health improvement in Talladega County.

 

Experienced leadership:  The SAFE Executive Director is a recognized leader, not only in Talladega County but across the State, and is very effective at building coalitions.

 

Existing Wellness programming:  GHTC started wellness-related programming through a 2009 Outreach grant by implementing the WAY program in the schools, developing a social media campaign, and promoting the development of school gardens and physical activity challenges, while arming parents with the skills and knowledge to support wellness in the home and community. GHTC has maintained many of these elements solely through community support.

 

Collective Impact approach: Through Get Healthy Talladega County’s collaboration with a cross section of community, county and state-level organizations, the one-stop-shop center in Talladega County has served as a model for strengthening families and support services.  Network partners will be able to build on this model to improve communication among health providers and to streamline access to the appropriate aging and disability resources in the community.

 

On the other hand, the Network partners are aware of the challenges they face:

 

Participation and Engagement: The Community of Practice model is predicated on participation and engagement, the creation of social capital, and a joint enterprise that creates a shared understanding of what binds them together. This requires time, training, and capacity-building to accomplish the work.  Engaging providers and stakeholders in this work is critical and requires commitments of time outside of the day-to-day responsibilities of these individuals. The challenge will be availability and time. As the Communities of Practice move forward, flexibility and function must be addressed by the membership with sensitivity to the scheduling challenges in a healthcare and community provider environment.

 

Complexity of disease management for individuals with multiple chronic conditions: Limited

income, low health literacy, transportation, and other environmental stressors may challenge participants to improve or modify their behaviors. In these cases the best case scenario may be prevention of further deterioration of their conditions and a strong early prevention model.

 

Resources:  In rural Talladega County resource-sharing is the norm. However, both financial resources and human resources are challenging from a sustainability perspective as Network partners and COP members seek the needed staff and funding for the implementation of Get Healthy Talladega County.

Strategic Objectives

 

The mission of the Get Healthy Talladega County Network is to develop a collaborative network to promote health and wellness in Talladega County through education, engagement and the implementation of strategic health and wellness initiatives.

 

Goal I:  Establish a formal structure for the Get Healthy Talladega County Network

 

Objectives:

  1. By June, 2015, determine the decision-making mechanism for formalizing the structure of the GHTC Network
  2. By October, 2015, develop by-laws, policies, and procedures for Network operations
  3. By December, 2015, initiate Network operations in compliance with Federal Office of Rural Health Policy requirements

 

Goal II: Strengthen and support a culture of active, healthy living for students and their families in Talladega County

 

Objectives:

  1. By June, 2015, recruit GHTCN members and related community providers and staff to organize a Community of Practice for School-based and Community Wellness
  2. By August, 2015, establish specific objectives and activities for the COP
  3. In 2015-2017, support and expand appropriate wellness programming in schools during each school year to improve the knowledge, attitudes, and self-efficacy about healthy behaviors
  4. In 2015 – 2017, support and expand healthy lifestyle opportunities throughout the county

 

Goal III: Improve the coordination of care for Talladega County residents with chronic disease, disability, and/or aging issues.

 

Objectives:

  1. By June, 2015, recruit GHTCN members and related community providers and staff to organize a Community of Practice dedicated to helping individuals with chronic diseases and disabilities live independently and better monitor their chronic health problems
  2. By September, 2015, research and select a chronic care management model to be implemented by the Community of Practice
  3. By January, 2016, begin implementation of programming for improved management of care across the continuum
  4. By January, 2016, Develop a comprehensive center for information and counseling about resources and services available for residents with chronic disease or disability


 

Communication Plan

 

The members of the GHTC Network represent health, education, and community organizations that share a vested interest in the health and social service challenges facing residents of Talladega County.  Their long history of collaboration positions them for optimal inter-agency dialogue and planning with the leaders of related community organizations.  Bi-monthly meetings of Network members and collaborating entities provide an on-going flow of communication for program development and implementation.

 

The GHTCN communication plan aligns with the Work Plan, Logic Model, and Evaluation Plan to assure consistency of messaging across channels.  Clearly defined key messages are utilized through the programs of Get Healthy Talladega County – Body, Mind and Spirit, Get Moving, Get Sharp, Get Inspired, Get Growing, Get Lean, and Let’s Make Talladega County the healthiest county in the state.  Communication plans continue to develop on multiple levels during the implementation of program goals and objectives:  within the GHTCN membership; within each COP member group; between and among the GHTCN and the COPs; between COPs and targeted populations; and then from the programs to the community at large.

 

GHTC Network members, through regular meetings, emails, and phone conferences with the Network Director, provide the ongoing guidance of the GHTC Communities of Practice.  They establish the lines of communication necessary for assuring that activities of the Communities of Practice maintain alignment with the Network’s Vision and Mission.

Frequent and structured open communication among the Network partners and the diverse stakeholders in the COPs provides a common understanding of the issues and a joint approach to improving the health and wellness of county residents.

 

Within each Community of Practice, frequent and regular COP meetings with structured agendas provide the forum for planning and development, analysis of progress, and adjustment of procedures as needed. The Network Director meets with each COP and utilizes other communications tools such as Web-based groups, to keep the communication flowing among and within the collaborating organizations.

 

In conjunction with GHTCN staff, the School-based and Community Wellness COP is developing a social marketing campaign for parents of students in participating schools. In addition, School Health Councils are being expanded or established.  The GHTC website, social media, newspaper, television, and radio will augment the direct contact opportunities provided by health fairs and community level meetings for promoting wellness activities and programs.

 

In conjunction with GHTCN staff, the Coordination of Care COP is developing training materials and targeted messages for health care providers and staff, patient and caregiver training, and the greater community.  Expansion of existing electronic health information technology will facilitate communication among providers, patients, and community services.  The Aging and Disabilities Resource Center provides a one-stop center for individuals, concerned family members, and community organizations in finding information and assistance on issues related to aging and disabilities, including transportation, medication assistance, crisis intervention, and benefit programs.

Operationalize the Work Plan

 

The full scope of work for the Get Healthy Talladega County Network will align with the Vision and Mission in cascading levels of involvement.  From Network members to Communities of Practice and then through the teams/task forces, and individual volunteers, a continuing interaction will assure that the Mission, Vision, and strategic objectives are translated into a growing culture of health and wellness.

 

GHTCN Strategic Logic Model

Vision:  To achieve a sustained culture of health and wellness within Talladega County

Mission:  To develop a collaborative network to promote health and wellness in Talladega County through education, engagement, and the implementation of strategic health and wellness initiatives

 

Program Goals Activities Outputs Short-term Outcomes Long-term Outcomes
Goal 1:  Establish aformal structure forthe Get Healthy Talladega County Network ·         Determine decision-making mechanism·         Develop bylaws, policies and procedures Work group recommends formal organizational structure for member approval Network operations initiated Network functions as backbone organization for collective impact on community health and wellness
Goal 2:  Strengthen and support a culture of active, healthy living for students and their families ·         Recruit members, community partners, and staff for COP·         Determine specific activities to be implemented ·         Wellness programs in schools·         Healthy lifestyle programs in community Increasing participation in health living opportunities Schools and community members engaged in health living activities
Goal 3:  Improve coordination of care for residents with chronic disease, disability and/or aging issues ·         Recruit health providers and staff for COP·         Research and select chronic care model ·         Protocols established·         Training of providers and staff Implementation of selected coordination of care model Greater coordination of care and availability of needed resources for residents of Talladega County
·         Recruit service providers and volunteers for COP·         Catalog all resources Develop comprehensive guide to aging and disability resources and services Aging and Disability Resource Center established

Monitoring and Adjusting with Evaluation Plan

 

Evaluation for this project is provided by Cathy Crabtree, Auburn University in Montgomery, as the Independent Evaluator, with staff of the Center for Government and Public Policy and Dr. Joy Deupree, University of Alabama at Birmingham School of Nursing, assisting in the design, development, and coordination of all phases of the evaluation process.  Working collaboratively with program personnel and stakeholders, the evaluator is utilizing the work plan and logic model to guide measurement of the processes and outcomes of the project.  Many measures are in already in place for sites such as schools that will be part of the expansion, and baseline data will be collected before expansion begins.

 

Measures for the GHTC Network are based on completion of bylaws, policies and procedures, election of officers, and formalization of Network governance structure.  Qualitative measures for the Communities of Practice are based on increased collaboration and knowledge among network members and identified community providers; increased capacity for implementing evidence-based programs; increased access to health and wellness resources; and increased participation of individuals and groups in activities for healthy living.  Qualitative data is gathered through interviews, focus groups, surveys, direct observations, service utilization, and/or reports from project personnel, participants, and key stakeholders.

 

For the Community of Practice for School-based and Community Wellness, quantitative measures include number of schools and students participating, number of school and community gardens, pounds of produce harvested each season, improvements in students’ knowledge and health indicators, and numbers of classes, seminars, trainings, etc.

 

For the Community of Practice for Coordination of Care, quantitative measures include number of staff trained, number of patients participating in the care coordination program, improvements in patients’ health indicators, emergency room utilization, hospital readmission rates, and number and type of services provided,

 

These measures will be tracked throughout the grant period.  Formative adjustments will be made as needed, and the final summative evaluation will reflect an overall evaluation of the program across the grant cycle with a specific focus on the programmatic goals and objectives.  Formative and summative results will be translated into a proposed plan for replication in other settings and with other participants.

 

Newsletter

Of note:
* The July Circle of Care Meeting will be on Monday, July 8th instead of the 1st.