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42 Cards in this Set
- Front
- Back
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CH.9
Community Organizing |
Mobilizing resources
Identifying problems/goals Develop and Implement strategies |
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CH.9
Categories for Community Organizing |
locality Development: Self help community development
Social Planning:Task oriented, focused on problem solving by outside expert Social Action: task and process oriented. Fix imbalances of power & privilage |
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CH.9
Characteristics of Successful Coalition |
-Continuity of staff, positions
-Ownership of problem -Active Involvement -Community leader support -Trust and Reciprocity -Task groups -Rules & procedures -Strategic action plan -Consenus instead of voting -break larger problems into smaller ones |
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Ch.9
Mapping Community Capacity |
1st Building blocks: mast accessible assests, controlled by inside people
2nd Building Blocks: Police, fire, schools. Controlled by outside people Potential Building Blocks: Originate outside (welfare, public svcs/info |
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CH.9
Models for Community Mapping |
MAPP: mobilizing for action through planning and partnerships
HEALTHY COMMUNITIES: PATCH: Planned approach to community health |
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CH.9
PATCH MODEL |
1. Mobilizing the community
2. Collecting + organizing data 3. Choosing health priorities 4. Developing a comprehensive intervention plan 5. Evaluation |
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CH.10
Define Internal Personnel |
Individuals from within the planning agency/organization or people from within the priority population to supply the needed labor
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CH.10
Define Peer Education |
Individuals who have specific knowledge , skills or understanding of concept to help educate peers
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CH.10
Define External Personnel |
Outside individuals not from priority pop. or planning process to conduct part or all of the program.
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CH.10
Advantages/Disadvantages of Internal Personnel |
Advantages
1. Reduced cost 2. Internal arrangements can be made to free needed personnel 3.More control over those involved Disadvantages 1.Limited interest and ability of staff 2.May need training or limited by experience 3.Might be slow, reach fewer people |
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CH.10
Advantages/Disadvantages of External Personnel |
Advantages
1.Known expertise 2.Responsiblity becomes work of another 3.Can request product guarantees 4.More respected 5.Bring global knowledge to the program 6.Have sophisticated tools 7.Can reach geographically dispersed groups. Disadvantages 1.More costly 2. Subject to limitation 3. Less control over the program |
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CH.10
Define Budget |
A formal statement of the estmated profit and lost for a program.
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CH.10
Common thing that may be included in a budget |
Personnel
Profit margin curriculum material equipment |
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CH.11
Social Marketing |
Attempts to change behavior from improved health or social outcomes.
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CH.11
Key Principles in Social Marketing |
-Have a product that meets consumers needs
-Offer affordable product -Available in convienent place -Promoted to attract consumers |
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CH.11
Marketing Segmentation |
a way to divide the priority population into smaller, more homogeneous group.
Helps narrow and focus your marketing strategy |
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CH.11
Factors to base segmentation on |
Demographics
Geographics Psychographic behavioral Benefit Sought Constructs ob Behavior Theories |
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CH.11
Diffusion Theory |
Theory that provides explanation for diffusion of innovations in populations
Look like a Bell Curve Innovators, <35 Early Adopters, 14% Early Majority, 34% Late Majority, 34% Laggards, 16% |
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CH.11
The 4 P's of Marketing |
Product
Price Place Promotion |
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CH.11
Informative, Persuasive Communication Flow |
1. What are the media habits of the priority pop?
2. What medium should be used? 3. what are the costs of ea. medium vs. benefit? 4. Can medium's capability build on or mulitply the effects of another medium? 5. Will the message reach a significant portion of the priority pop? 6.Can the message be sent through several channels? 7.Is the message culturally appropriate 8. through how many intermediaries must the message travel to reach the priority pop? 9. How frequently should the message be delivered? 10. Can a medium be overused to the point that it will turn off the priority pop to the message? |
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CH.12
Define Ethical Issues |
Situations where competing values are at play and need judgement about what is the most appropriate course of action.
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CH.12
Example of ethical problem |
Planners want to provide incentive for program in low SES population. What dollar value doe the incentive cross from encouraging to join to manipulating to join?
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CH.12
Code of Ethics for the Health Education Profession |
The health educator is to aspire to the highest possible standards of conduct and to encourage the ethical behavior of those with whom they work
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CH.12
3 Ethical Principles from Belmont Report |
1. Respect for Persons
2. Beneficence 3. Justice |
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CH.12
Define Ethical Principle: Respect for Persons |
acknowledges the dignity and autonomy of individuals, and requires that people with diminished autonomy be provided special protection
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CH.12
Define Ethical Principle: Beneficence |
Requires program planners to protect participants by maximizing anticipated benefits and minimizing harm
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CH.12
Define Ethical Principle: Justice |
Requires that program planners treat participants fairly.
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CH.12
Negligence |
Failing to act in a reasonable manner. Can arise from 2 acts:
Omission: Not doing what you should Commission: Doing something you should not be doing. |
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CH.12
Reducing Risk of Liability |
1. Be aware of legal liabilites
2. Select certified instructors 3. Use good judgment in setting up programs and providing written guidlines 4. Inform participants about risks 5. Require participants to obtain medical clearance 6.Instruct staff not to "practice medicine" 7.Provide safe environment and area 8. Purchase adequate liability insurance for all staff. |
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CH.13
Process Evaluation |
Combo of measurements obtained during the implementation of program activities to control, assure, or improve quality of performance or delivery.
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CH.13
Impact Evaluation |
Focuses on immediate observable effects of a program, leading to intended outcome of a program; immediate outcomes. Measures awareness, knowledge, attitudes, skills, etc.
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CH.13
Outcome Evaluation |
Focuses on ultimate goal or product of program. Measured by mortality, morbidity, vital measures, symptoms, signs, etc.
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CH.13
Formative Evaluation |
combo of measurements obtained before or during implementation to control, assure or improve quality of performance or delivery.
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CH.13
Summative Evaluation |
Combo of measurements that permit conclusions to be drawn about impact, outcome, or benefits of a program.
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CH.13
Purpose of Evaluation |
1. Determine achievement of objectives
2. Improve program implementation 3. Provide accountability to funders, community, and other stakeholders 4. Increase community support 5. Contribute to scientific base for community public health interventions 6. Inform policy decisions |
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CH.13
Internal Evaluation |
When a person involved with the program planning conducts the evaluation
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CH.13
External Evaluation |
Conducted by someone who is not connected with the program
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CH.13
Pilot Testing |
Assesses programs in limited areas and/or time periods
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CH.14
Selecting an Evaluation Design |
1. Orient oneself to the situation
2. Define problem 3. Make decision about design (qualitative or quantitative) 4. Choose how to measure the dependent variable, collect data, how to analyze data, and how to report results. |
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CH.14
Quantitative Method |
Deductive. Evaluation produces numeric data, such as counts, ratings, scores
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CH.14
Qualitative Methods |
Inductive. Produces narrative data, such as descriptions. Provide depth of understanding, study motivation, enable discovery, are exploratory and interpretive, allow insight into behavior and trends. etc.
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CH.9
Steps in Community Organizing and Building |
1. Recognizing the issue
2. Gaining entry into community 3. Organizing the people 4. Assessing the community 5. Determining the priorities and setting goals 6. Arriving at a solution and selecting intervention strategies 7. Implementing the plan 8. Evaluating the outcomes of the plan of action 9. Maintaining the outcomes in the community 10. Looping back |
