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3.0 Year 1 Action Plans
The proposed approach for community health improvement is to apply
the core strategy outlined in Section 2.0 to each of the four focus areas.
The strategy would be applied in a tailored fashion to recognize the
Action Plan Exhibits
functional differences involved in addressing firearm violence, heart
disease, infant mortality, and substance. But each would pursue the Exhibit 3 Firearm Violence
fundamental strategy of developing a ‘first-up’ initiative supported with
Exhibit 4 Heart Disease
community linkages, education, awareness, and data.
Exhibit 5 Infant Mortality
Exhibits 3 through 6 show draft year 1 action plans for each focus area.
Each action plan is divided into four main sections: Exhibit 6 Substance Use
Aim and Community Reach
Core Strategy
Year 1 Action Objectives
Year 1 Action Steps
Action Planning Group Ideas
Note that the key action step for each initiative is the creation of a virtual community collaboration hub within an appropriate
organizational home. These organizational homes have not been identified as yet, and this would be a top priority for
development in the year 1 action plan. As guidance for development, it may be helpful to consider:
As described earlier, letting form follow function, the community collaboration hubs for firearm safety, heart
disease, and infant mortality could be based separately or combined depending on community interest and
capacity.
The basic function of a hub would be to provide a central point of connection and communication for
community partners interested in working together on identifying at-risk populations, conducting community
outreach and education, and connecting community members to community resources.
Software can be a key asset for engaging, connecting, and supporting community partners at an efficient
cost. There are multiple software options for enabling this type of strategy in a cost-effective manner.
Staffing of a community collaboration hub can also be managed cost-effectively if the hub is based within
an organization that is already working in the realm of community collaboration. This creates possibilities
for leveraging staff support from existing positions within the host organization as well as other community
partners, thereby enabling a cost-efficient staffing model.
Potential funding streams for a community collaboration hub can also be varied. A guiding principle is that
organizations that have a mission-driven interest in supporting community collaboration may also have an
interest in partnering to fund a hub, house a hub, or both. Without speaking for any particular organization,
foundations, health systems, and managed care organizations all have compelling interests in supporting
community collaboration to some degree.
As a final note, each of the draft action plans shown in the exhibits includes a list of creative startup ideas
shared by Action Planning Group members. These include ideas for:
o Community populations to be included in outreach;
o Community partners to be engaged in community collaboration;
o Conducting community outreach and education;
o Connecting community members to community supports; and
o Possibilities for regional collaboration across city and county lines.
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