slide1
Download
Skip this Video
Download Presentation
From Theory to Practice: What drives the core business of public health?

Loading in 2 Seconds...

play fullscreen
1 / 15

From Theory to Practice: What drives the core business of public health? - PowerPoint PPT Presentation


  • 140 Views
  • Uploaded on

From Theory to Practice: What drives the core business of public health? AcademyHealth 2005 Annual Research Meeting Tina Anderson Smith, MPH June 27, 2005. Research Questions. What is the current core business of Georgia’s governmental public health agency?

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' From Theory to Practice: What drives the core business of public health?' - camila


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

From Theory to Practice:

What drives the core business

of public health?

AcademyHealth 2005 Annual Research Meeting

Tina Anderson Smith, MPH

June 27, 2005

research questions
Research Questions
  • What is the current core business of Georgia’s governmental public health agency?
  • What is the “ideal” core business of Georgia’s governmental public health agency?
principal findings
Principal Findings
  • Relevant, but not resonant
  • Practice Paradox
    • Current core business not aligned with “ideal” core business
  • Driver Dilemma
    • Current drivers not aligned with “ideal” drivers
  • Strategy Shortage
    • Call for public health leadership and collaboration
state context
State Context
  • 8.5 million residents +
  • Relatively younger and more diverse
  • 13% below Federal Poverty Level
  • Poor health status, disparities
  • 1 million + Medicaid
  • 1 million + uninsured
  • Rural access issues
public health agency infrastructure
Public Health Agency Infrastructure
  • State agency within Department of Human Resources
  • 18 District Offices
  • 159 Local Health Departments
  • 6,000 DPH Staff
  • Approximately $624 million budget in 2004
  • State public health spending $7 per capita
methods design
Methods: Design
  • Case study approach
    • Primary Unit: State public health agency
    • Embedded Units:
      • District and local agencies
      • Resource flow, collaboration, structure, strategy, and staff perceptions
    • Contextual Elements:
      • Political, economic, financing, and regulatory environment, as well as stakeholder perceptions
methods
Methods
  • Data sources
    • Interviews (n=69)
      • Internal and External Stakeholders
    • Focus groups (86 participants in 6 groups)
    • Archival documents
  • Analysis
    • Emergent, data-based, inductive
    • Holistic
    • Triangulation
    • Participant Validation
principal findings1
Principal Findings
  • Relevant, but not resonant
  • Practice Paradox
    • Current core business not aligned with “ideal” core business
  • Driver Dilemma
    • Current drivers not aligned with “ideal” drivers
  • Strategy Shortage
    • Call for public health leadership and collaboration
driver dilemma
Current Drivers

Money

Safety Net

Uninsured

Performance-based budgeting

Regulation

Leaders’ philosophies

Ideal Drivers

Need

Evidence-based practices

State strategy informed by local perspective

Local culture

Driver Dilemma
money

State of Georgia

Federal Funds

Other Funds/TSF

Ryan White

Hospital ICTF

Foundations

Division of

Public Health

County Funds

Program GIA

Regular GIA

Administrative

County Health Dept.

County Fees

District Office

Lead County

Money

Conceptual Flow of Funding

summary
Summary
  • Practice preferences aligned with the 10 Essential Services
  • Current core business not aligned with theoretical ideal
  • Inherent systemic challenges mediate translation of theory into practice
  • Moving toward “ideal” practice requires addressing larger system drivers
implications
Implications
  • Understanding practice drivers and their impact on performance is essential
  • May be difficult in some states to balance essential services without broader policy change
    • Performance Standards
    • Accreditation
  • Emerging role for public health to participate in, even lead, broader policy conversations
possibilities
Possibilities
  • “Upstream” interventions to address drivers of practice may emerge as important compliment to more proximal strategies – structure and process – to improve public health performance.
acknowledgements
Acknowledgements
  • Georgia Division of Public Health
  • Georgia Health Policy Center Team:
    • Karen Minyard, Ph.D.
    • Chris Parker, M.D., M.P.H.
    • Beverly Tyler
    • Rachel Ferencik, M.P.A.
ad