Association of State and Territorial Health Officials

Prescription opioid disruptions pose a danger and lead to adverse health outcomes for patients taking prescription opioids for pain or medication for opioid use disorder. State and territorial health agencies are uniquely positioned to respond to disruptions and potentially prevent risks associated with service disruptions. Responding to disruptions in access to prescription opioids necessitates a multifaceted, collaborative approach that prioritizes care continuity and patient well-being. State and territorial health agencies may benefit from developing and exercising a formal response protocol that outlines roles and activities during these types of events, strengthening capacity to rapidly respond and serve patient needs.

Abstract Objective INSPIRE: Readiness is a dynamic innovation platform where innovative approaches, advanced methods, state-of-the-art tools, and modern resources are aggregated and contextualized and where information is shared can be turned into action. Methods ASTHO conducted an environmental scan to assess initiatives across the organization. Disciplinary groups convened to reflect on experiences during the COVID-19 response, identify tools, model practices from the workforce, data systems management, and training utilized/adapted during the pandemic. ASTHO also completed a literature review to track and highlight areas of congruity and help identify gaps in information previously collected. Results In the evolving landscape of the post-COVID-19 era, a stagnant document would not adequately illustrate the challenges, lessons learned, and innovative resources used by health agencies. From this assessment, INSPIRE: Readiness was designed as an ever-evolving discovery hub where the ASTHO community can learn from their peers about successful strategies for overcoming similar gaps and challenges and apply those insights to their health agency needs. Conclusion By facilitating a way for professionals to learn from each other’s experiences, be inspired by success stories, discover new methods, act, and inspire others, we can contribute significantly to enhancing public health preparedness and response.

Abstract Partnerships and collaboration across sectors played a critical role in the development of the fourth edition of the Healthy Brain Initiative Road Map (Road Map). The public health community, leaders in related fields, and people living with dementia contributed to the development and review. The Alzheimer’s Association and CDC invited 20 national leaders from public health, aging, academia, health care and health systems to guide the development of the fourth HBI Road Map as a part of the Leadership Committee. Their contributions included reviewing data, setting the overall direction of the review and leading five workgroups, composed of 68 subject-matter experts, who recommended actions on Risk Reduction of Cognitive Decline; Timely Detection, Diagnosis and Management of Cognitive Impairment; Dementia Caregiving; Health Equity; and Community Linkages. Health departments offered input through facilitated listening sessions and an open input period. Their feedback emphasized the importance increased information on health equity and partnerships in the Road Map. The Leadership Committee also advised continued partner engagement through the review process. This translated to review by the Alzheimer’s Association, CDC subject matter experts, external health equity experts, the Leadership Committee, workgroup members, the Healthy Brain Initiative Collaborative, the Alzheimer’s Association Early Stage Advisory Group and ultimately CDC leadership. This presentation will explore important themes that emerged throughout this process that shaped the design and evolution of the HBI Road Map series to its most recent iteration, as a guiding document with health equity and multi-sector collaboration action at its core.

IntroductionThe Association of Maternal & Child Health Programs (AMCHP) and the Association of State and Territorial Health Officials (ASTHO) launched the PRISM (Promoting Innovation in State and Territorial MCH Policymaking) Learning Community, funded by the U.S. Department of Health and Human Services (HHS), Health Resources and Services Administration (HRSA), Maternal and Child Health Bureau (MCHB). The goal of PRISM was to build state and territorial health agency program and policy-making capacity to address substance use and mental health in the maternal and child health (MCH) population. Expanding access to care and treatment for perinatal substance use disorders (SUD) emerged as the issue of greatest need for state teams.MethodsThe PRISM Learning Community consisted of three major components: (1) intensive capacity building for cross-agency state teams, which involved action planning, peer-to-peer learning, and technical assistance; (2) programming to inform the MCH field broadly about innovations in perinatal SUD policy and practice; and (3) a program evaluation involving pre-, mid-, and post-assessments and follow-up key informant interviews with state teams. This manuscript is not based on clinical study or patient data, therefore IRB approval was not required.ResultsStates reported that their knowledge of perinatal SUDs increased and their cross-agency partnerships were strengthened as a result of their participation in PRISM. States identified four key priorities for their continued work: to improve multisector collaborations, to institute equitable SUD screening practices for pregnant people, to strengthen the perinatal behavioral health workforce, and to enhance Medicaid coverage for perinatal SUD prevention and treatment services. The need to respond to urgent demands of COVID-19 and the stigma associated with perinatal SUDs were the most significant barriers to advancing state action plan goals.DiscussionSince 2018, the PRISM project has supported nine jurisdictions across two cohorts. Participation in PRISM advanced state policies and programs to improve perinatal SUD care through capacity building, technical assistance, and virtual programming. Findings and lessons learned from PRISM may inform the activities of other states seeking to address perinatal substance use disorders.

State and territorial health agencies can optimize programmatic funding through braiding and layering strategies. The Commonwealth Healthcare Corporation, a territorial health agency located on the Pacific Island of Saipan, Commonwealth of the Northern Mariana Islands (CNMI), restructured its Non-Communicable Disease Bureau into 4 new units. Existing funding streams were braided and layered to support the restructuring. A shared vision of strengthening crosscutting connections to improve population health outcomes helped guide the restructuring process. Vision planning with leaders and funding partners, establishing buy-in within agency and external partners, and assessing immediate impacts were a few of the steps taken by the agency to ensure a successful restructuring. The immediate impact of the restructure has been positive. In both the CNMI and select states that have undertaken similar efforts, braiding and layering funding has facilitated more streamlined processes, coordinated approaches across programs and funding partners, and provided deeper levels of trust in partnerships. Although it is still too early to draw long-term assessments in the CNMI, the agency projects that coordinated funds will strengthen its foundational capabilities and promote a more community-centered, collaborative, and effective approach to public health. Restructuring the Non-Communicable Disease Bureau through braiding and layering funds gives the agency the flexibility it needs to more effectively address the social determinants of health and local population health priorities through a client-centered approach, ultimately improving health outcomes for the commonwealth. The agency experienced several challenges throughout the restructuring process that offer lessons learned for addressing effective health financing. For example, ample time is needed at the beginning of the braiding and layering process to establish policies and procedures for efficient accounting, documenting, and reporting. In addition, ongoing support and training opportunities for programmatic teams can smooth out the transition from siloed to braided and layered funding structures. These lessons, in addition to key elements mapped out by experienced state health agencies, can guide and prepare other agencies interested in implementing innovative funding mechanisms.

BackgroundAs the health implications of climate change become more apparent, agencies and institutions across the United States are developing recommendations for state and territorial health agencies (S/THAs) to implement evidence-informed climate and health adaptation strategies. The CDC established the Building Resilience Against Climate Effects (BRACE) framework in 2010 to encourage local and state public health engagement in climate change adaptation. However, even after a decade of the BRACE initiative, the elements that affect the adoption and implementation of climate and health programming by S/THAs are not well understood.MethodsUsing an implementation science framework, this study sought to further understand and define the barriers and facilitators that determine the breadth and success of climate change and health activities undertaken by state health agencies (SHAs). We conducted focus groups with representatives from SHAs with and without climate and health programs, and analyzed data using the framework method for qualitative research.ResultsThis study identified funding, state and agency-level prioritization, staff capability and capacity, and political will and polarization as factors that influence the readiness for implementation and implementation climate for climate and health activities.ConclusionsAs the impacts of climate change intensify, S/THAs will need to expand resources and capacity, and seek advocacy and assistance from external organizations in order to support the level of engagement required to strengthen climate resilience. Findings from this study have implications for public health policy and highlight potential pathways to expand support for climate and health activities in S/THAs in the U.S.