Division of Community Health and Equity - Values and Priorities
*additional documents at http://www.thephoenix.com/printerfriendly.aspx?id=12154
0ur Programmatic Priorities for FY 07/08:
- Integrate elimination of health disparities throughout all programs.
- Strengthen the Refugee Health Program in partnership with Department of Human Services.
- Establish a Cardio-vascular disease program.
- Explore the developmenlol an Elderly/Senior Health program in partnership wjth the Department of Elderly Affairs.
- Assure that the HIV/AIDS program continues its strong success within the new budget constraints.
- Redesign the Preventive Health Services Block Grant with a focus on chronic disease prevention at the local level.
- Develop HEALTH's response plans for Special Populations in the event of a public health emergency.
- Develop a standardized, coordinated approach for our community funding and contracts.
- Craft performance measures for all programs and monitor progress toward their achievement.
0ur Values:
- We respect and embrace the diversity of our staff and of the community we serve.
- We value and seek community involvement and participation at all levels.
- We work as a team, meaning we make decisions together, we leam from each other, we work with each other. The creation of the four teams within the division is intended to create the infrastructure for a more collaboralive and integrative approach to the work we do.
- We recognize that health disparities are present at all levels and in all programs and we are committed to address those disparities, by at minimum analyzing our data by race, ethnicity, gender, and socio-economics, by developlng strategies that will impact the identified disparities, by allocating resources to the elimination of disparities. But the elimination of racial and ethnic disparities in health is our top prioity and so we expect that all programs, teams, within DCHE (and HEALTH) will work closely with the Health Disparities Team to implement the State Partnership/ Minoritv Health Plan of Action.
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We believe that staff should have on-going professional development opportunities and so we will work hard in assuring that staff is provided with the tools, skills and training needed to do what's asked of them. We will support attendance and participation in local and out-of-state conferences and we will bring on-site training to the division. For the next six months, based on the survey results, we will focus on:
- Computer and Technical Skills
- Culturally Competency Training (CLAStandards)
- Fiscal and Budgeting
- Communications
- We believe in open communication processes: we created three regular channels for your ongoing feedback regarding issues you identify and ideas you have for the division and/or your program: individual team meetings, weekly management team meetings and monthly team meetings. I also encourage you to bring to me the same ideas/concerns. Please feel free to ask Elizabeth for a brief meeting with me so you can share your ideas or send me an e-mail with topics you would like to see discussed/addressed at those meetings.
Concludinq Thouqhts:
This year's budget preparation has been difficult not only because we needed to make very tough decisions but also because I believe for the first time we made those decisions as a team. This year's DCHE budget process demonstrates the transparency and involvement that we value and expect in the Division of Community Health and Equity.
We started this journey because we believed we could do "public health better'. Every day in these past months every single one of you showed me that it was indeed possible to do so. our division continues to grow, to develop new ways of operating, to explore new areas for intervention, and to establish itself as a strong division, a strong team where principles of equity and valuing each other as professionals and human beings is not just words but how we choose to operate.
Division of Community Health and Equity - FY07 Budget
General Revenue| Account Title | Account | Enacted Budget | Budget Office Recommendation |
| Minority Health Program | 21351051 | $428,252.00 | $422,846.00 |
| Worksite Wellness | 21351091 | $275,000.00 | $275,000.00 |
| Primary Care State Medical Match | 22251011 | $163,882.81 | $145,658.00 |
| Loan Repayment - State Match | 22251021 | $50,000.00 | $24,000.00 |
| Tobacco Control | 22251031 | $1,060,185.31 | $1,085,808.00 |
| Chronic Disease* | 22251041 | $138,943.00 | $142,512.00 |
| Communicable Disease - Medicaid Match* | 22251081 | $265,805.83 | $283,554.00 |
| STD/AIDS* | 22251091 | $520,360.00 | $454,068.00 |
| AIDS Case Management - State Match | 22251101 | $478,997.00 | $478,997.00 |
| Women's Health | 22251111 | $15,000.00 | $15,000.00 |
| HIV Treatment | 22251151 | $3,000,000.00 | $2,700,000.00 |
| Tobacco Cessation | 22261011 | $50,000.00 | $50,000.00 |
| Grand Total | $6,446,425.95 | $6,077,443.00 |
Federal Grants
| Grant | Account | Funding Period | Award Amount |
| Prevention Block Grant | 21451022 | 10/1/05-9/30/07 | $576,184 |
| OHM State Partnership Grant | 21451212 | 9/1/06-8/31/07 | $164,000 |
| Refugee Preventive Health | 21451242 | 7/1/06-6/30/07 | $50,000 |
| Primary Care Services | 22301012 | 5/1/05-3/31/06 | $101,227 |
| Rural Health Services | 22301022 | 7/1/06-6/30/07 | $141,600 |
| Loan Repayment | 22301032 | 9/1/06-8/31/07 | $31,075 |
| NHSC Search | 22301052 | 9/1/04-8/31/06 | $222,322 |
| Asthma | 22301102 | 9/1/06-8/31/07 | $349,702 |
| Diabetes | 22301132 | 3/30/06-3/29/07 | $835,292 |
| HIV Prevention | 22301212 | 1/1/06-12/31/06 | $1,642,131 |
| HIV/AIDS Surveillance | 22301222 | 1/1/06-12/31/06 | $222,050 |
| Ryan White Care Act II | 22301242 | 4/1/06-3/31/07 | $3,189,276 |
| Ryan White Care Act II - Rebates | 22301372 | 4/1/03-present | $7,580,195 |
| Rape Prevention & Education | 22301302 | 11/1/05-10/31/06 | $151,627 |
| RI Head Start Early Childhood Caries | 22301332 | 8/1/05-7/31/06 | $50,000 |
| National Cancer Prevention & Control | 22301342 | 6/30/06-6/29/07 | $2,547,752 |
| Women's Cancer Screening | $1,585,445 | ||
| Comprehensive Cancer Control | $267,221 | ||
| Colorectal | $191,621 | ||
| Prostate | $148,487 | ||
| Cancer Registry | $354,978 | ||
| Core Injury Surveillance | 22301352 | 8/1/06-7/31/07 | $165,410 |
| Prevention of Viral Hepatitis | 22301362 | 9/30/06-9/30/07 | $150,000 |
| Chronic Disease Prev. & Health Prom. | 22301392 | 6/30/06-6/29/07 | $2,517,337 |
| Tobacco | $1,318,990 | ||
| Obesity | $420,000 | ||
| Oral Health | $370,064 | ||
| Arthritis | $137,843 | ||
| BRFSS | $270,440 | ||
| Children's Oral Health Access | 22301402 | 9/1/06-8/31/07 | $65,000 |
| ESCAPE | 22301412 | 9/1/05-8/31/06 | $96,309 |
| Total | $13,268,294 | ||
| DCHE Total (State + Federal) | $19,345,737.00 |
Ryan White Risk Management Options
Narrative: The following are risk management options that outline variables associated with possible next steps, cost containments and the implications of each option. The options are listed by impact severity from least negative impact on clients/patients to most impact. Each option has different and significant life saving, political and system-wide implications.
| Risk Management Options | Cost Savings | Positive Implications | Negative Implications |
|
Investigate DHS/Medicaid waiver for all clients with HIV diagnosis, which would cover non-Medicaid case management HEALTH is currently funding to four (4) agencies. |
$588,000 | HEALTH no longer manages case management contracts | Time and resources to secure federal waiver. Impact on DHS. |
|
Investigate option for Department of Corrections to cover costs of Project Bridge program which provides Transitional Care. |
$105,000 | HEALTH no longer manages case management contracts and awards. | Impact on DOC. |
| Reduce consultant contract for community planning by $50,000. | $50,000 | Cost saving. | Without a consultant who can assist with the planning, priority setting and cost cutting, stake-holder input would be comprimised. |
| Consider changing eligibilty requirements for ADAP (e.g. from 400% to 300% of poverty, limiting formulary, etc.) | $134,000 | Cost saving. | Limited client access to medication. |
| Examine expenditures by Community Based Organizations (CBOs) to date, identify projected expenses and decrease awards by projected under expeditures. | $997,582 | Cost saving. | No client services and access to care which would impact morbidity & mortality. Agency staff cut-backs, dismantling of the HIV care infrastructure, and immediate severe political fall-out. |
| Cut funding from contracted client services, utilizing the Provisions of Care Committee to help prioritize services that will need to be cut. Maintain HIV targeted case management. | $1,900,000 | Cost saving. | No client services and access to care which would impact morbidity & mortality. Agency staff cut-backs, dismantling of the HIV care infrastructure, and immediate severe political fall-out. |