McKinley Co.

Health Alliance Work Plan: Health Council Name: McKinley Community Health Alliance

Vision Statement: The McKinley Community Health Alliance envisions healthy communities in which the following elements are increasingly evident: Individual and Family Wellness - families and individuals are characterized by a high degree of wellness, as reflected in personal health and self-respect, inter-generational activities and relationships, family cohesiveness, family structures in which individual members find respect, nurturance and support, and ample opportunities for family activities in the community; Community Wellness - community life is characterized by an overall condition of wellness, as reflected in a sense of inclusion and strong participation in the democratic process; public safety; the absence of violence, exploitation, discrimination, crime and substance abuse; protection of public health and the environment; cooperative leadership; and economic security and sustainability; Cultural Respect - there is a positive valuing, respect and inclusion of the diversity of cultures that comprise the countys communities; there is proportionate representation of those cultures in the benefits and responsibilities of community life; Educational Quality - priority is placed on quality education for all residents, in recognition of the correlation between educational attainment and lifelong health, and with an emphasis on asset-based and success-oriented approaches to teaching and learning; Access to Services families and individuals have access to food and housing; to abundant, affordable, and high quality medical, dental and behavioral health services along the full continuum of care; and to socioeconomic support services; Cooperative Spirit - value is placed on the ethic of collaboration as reflected in cooperation and partnership between and among agencies and governments; civic activity and service by citizens; commitment to participatory decision making and problem solving in the spirit of openness, inclusion, and good-will between groups and individuals; and a shared commitment to ecological and economic sustainability. Mission Statement: To affect change in systems (i.e. health care, schools, business, government, etc.) that perpetuate health, education, economic, and environmental disparities by engaging individuals and agencies to understand and address the underlying root causes of poverty/income inequity, institutional racism, and multi-generational trauma.

Health Council Assessment The Core Group of the Health Alliance met for a planning-session retreat on 10/20/08. Included in our discussion were a review of our progress (trends and concerns) as a Health Alliance, and a listing of our strengths and our needs as a group. Facilitating the Shift Starting the Conversation Weve modeled a non-hierarchical structure and established a norm of shared leadership which is being replicated throughout the area. Weve created a safe space for open discussion of difficult subjects (e.g. racism, poverty, oppression, historical trauma, disparities) Weve seen that honesty and openness lead to increased honesty and openness We need more outreach---beyond agencies and into communities. We need to expand into faith communities, and the Latino and African-American communities. We need to engage more young people. Educating / changing the discourse and the way things are perceived More groups are demonstrating a consciousness regarding who is and who is not at the table. Media are increasingly open to our suggestions for stories / our submissions for op-ed pieces. There is some difference in the public dialogue about public involvement in decision-making (e.g. mayoral race, Mayors Task Force) Conversations about historical trauma supported the development of Project Trust. We need to encourage people to examine political positions and policies in the light of their own interests. We need to continue to clarify the role of policy-makers and to hold them accountable. We need to extend our education efforts beyond the City of Gallup and into communities throughout the area.

Changing policies and behaviors Anti-racism training is contributing to understanding and the acquisition of a language with which to voice concerns. (e.g. staff and advisory board members of local IHS facilities) Local IHS facilities have made a number of significant changes as a result of organizing efforts. There are many pockets of activity (e.g. environmental justice, education, living wage, behavioral health, death penalty repeal, Rural People/Rural Policy) and several significant successes (e.g. continued delay of any resumption of uranium mining; local increase of minimum wage, state repeal of death penalty, etc.)

We need to document and address the disenfranchisement of Native voters. We need to improve our ability to bring constituencies together to push for policy change. Strengths: Our perceived legitimacy; our ability to bridge between groups, issues Our diversity. Our lack of hierarchy. Our record of accomplishments. Needs: Staff support A clear framing of our message / the relationship of root causes to the poor health indicators we see. Stronger relationships with other coalitions, agencies, governments. An ability to remain relevant.

Health Council Annual Work Plan Planning Matrix A. Council Development Systems/Capacity Outcomes 1. Planning: The Health Council is recognized as a community health planning and information body or hub. Health Council Objectives Health Council Action Steps Indicators

1. Expand audience for Planning (i.e., expand sphere of influence & participation of the Health Alliance)

1.1 Re-establish/Enhance relationships with the following: Rehoboth McKinley Hospital Gallup Indian Medical Center UNM Gallup Zuni Indian Health Center NaNizhoozhi Center, Inc. McKinley County DWI Planning Council

Contacts with policy makers/agency leadership Requests for resource directory Requests for Community Health Profile & Plan Update Community Health Plan by June 15, 2010

2. Membership: The Health Council has a stable, diverse, and growing membership.

1. Obtain formal recognition of the health council membership from McKinley County Commission by Sept. 15, 2009. 2. Re-engage original Health Alliance members

1.1 Continue to re-establish

contacts; meeting reminder calls, update list 1.2 Identify key groups, people in the community to invite to meetings

1.3 Incorporate contact info

Health Council Roster CSAS results Increase attendance at Health Alliance meetings (Crownpoint, Zuni, Tohatchi, Thoreau)

from meetings, exchange info, meet and greet new members (rotate among members) 3. Internal structures: The health council is sustained and institutionalized with effective structures & practices: Leadership team Committee structure Effective meetings Member participation 1. Expand Core Group membership and participation 2. New members to be oriented to Health Alliance structure and process 1.1 Regularly invite people 1.2 Actively recruit from representatives from key segments of community Leadership Team minutes Committee minutes Health Council minutes CSAS results Update contact list quarterly Core Group sign-in

1.3 New attendee(s) will receive

a welcome email with the following attachments; organizational guideline, vision statement

4. Internal processes: The health council uses productive group processes.

1. Members are actively engaged 1.1 To encourage participation in mutually beneficial meetings and relationship building inform members of the opportunities for input into agendas 1.2 Promote use of the Health Alliance list for information dissemination 1.3 Rotate meeting note-taker among members

CSAS results Health Council minutes Log of email forwards of information dissemination

B. Community Assessment Systems/Capacity Outcomes 1. Community health assessment: The health council is able to assess community health strengths, needs, problems, and resources. Health Council Objectives Health Council Action Steps Indicators

1. Revise and update profile by June 15, 2010 2. Use profile as an advocacy tool

1.1 Core Group will revise profile and make recommendations 1.2 Convening a group to revise profile 1.3 Work with technical experts (David Brody, Michael Everett)

Community Health Profile Requests for resource directory Requests for Community Health Profile & Plan Draft update profile by April 2010 Finalize profile by June 15, 2010

2. Monitoring progress: The health council is able to monitor progress in achieving outcomes: Improving health Improving community systems

1. Enable health council and community to know/see our history

1.1 Refine/update success matrix with timeline 1.2 Insert summary of accomplishments in brochure

Process for monitoring outcomes Process for monitoring changes in health systems Finalize success matrix with timeline Summary of major accomplishments in brochure

3. Emerging issues: The

Members are continually

1.1 Continue regular

health council has the capacity to respond to emerging issues.

bringing issues and identifying issues at monthly meetings and community meetings.

presentations by community groups at Health Alliance meetings. 1.2 Develop responses to emerging community issues as appropriate.

Health Council minutes: discussions of emerging issues

C. Community Action: Coordination & Leadership Systems/Capacity Outcomes 1. Networks and partnerships are built and/or enhanced. Health Council Objectives Health Council Action Steps Indicators

1. Frame economic and environmental concerns as health issues

1.1 Show Unnatural Causes

Series for: Health Alliance Other community venues 1.2 Participation with and report back from Multi-Cultural Alliance for a Safe Environment (MASE) 1.3 Participation with and report back from Rural People Rural Policy Network

Health Alliance minutes or reports

2. Community programs are jointly developed or

1. Health Alliance is identified as a partner and resource

1.1 Host a community Meet and Greet with Health Alliance

Event sign-in sheet

strengthened.

from area leadership

members, policy makers and agency leadership 3.1 Review Project Trust and make recommendations to identify issues to work on together

Summary report Policy change initiatives backed/started by Health Alliance Discussions of policy changes Constituencie s established or strengthened. Advocacy strategies discussed or implemented Participate in NMPHA Policy Forum Health Alliance meeting minutes

3. Policies are changed and/or constituencies are built for policy changes.

1. Review policy recommendations of partners and identify issues for advocacy 2. Capture new policy objectives as identified 3. Work with partners to identify policy changes related to Unnatural Causes

3.2 NMPHA (Continue to develop

legislative advocacy agenda in collaboration with community and NMPHA.) 3.3 Participate in the Local Collaborative #11 & #15 to establish priorities 3.4 Work with MASE regarding uranium policies

4. Funds are received or leveraged in the community.

1. Ensure community input into funding requests

1.1 Continue to review potential funding requests and refer to community partners for further input and consideration.

Technical assistance related to grant proposals provided Endorsement s of grant proposals considered Joint applications for funding Additional income received