Community’s health and behavioral health outcomes review

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Community Relations and the HSC

A.

Positively affecting the community’s health and behavioral health outcomes requires applying socio-political drivers at the micro, mezzo, and macro levels. The socio-political driver that can be implemented at the micro level is culturally competent patient education. Given the history of medical mistrust among African American residents, healthcare professionals must engage in culturally sensitive education that acknowledges historical concerns and builds trust. Another micro-level driver is community health navigation. HSCs can assist the patient in comprehending their conditions, available resources, and medication adherence to prevent the reoccurrence of chronic diseases.

Establishing community-based health programs is a key socio-political driver at the mezzo level. Extended outreach services, including mobile clinics and neighborhood health fairs, can improve access to care for underserved populations, particularly those in poverty. Another driver relates to developing various community partnerships with social service agencies to help resolve SDOH, including affordable housing and food scarcity. These collaborations can offer patients more holistic care without various obstacles.

At the macro level, engaging in policy advocacy to improve health inequalities is a crucial socio-political driver. The hospital can leverage its position to advocate for policies such as increasing the coverage of more people with health insurance and ensuring that the government pays more attention to the community’s health needs. Another driver is public health campaigning, encouraging the community to embrace preventive measures for chronic illnesses. Large-scale efforts that educate residents about nutrition, physical activity, and early screening can contribute to long-term improvements in community health.

B1.

One new and innovative community relationship that could benefit the organization and the community is between the organization and local faith-based organizations. Religious establishments such as churches and mosques are respected in the African American community and can provide spaces for health promotion and screening (Abu-Ras et al., 2024). Another key stakeholder is a local university with a public health program, which can supply the workforce of students and researchers and volunteer services to enhance the community’s health.

These relationships can be applied to the scenario by engaging faith-based organizations in the community to promote the distribution of health information in culturally acceptable ways, thereby enhancing the perceived credibility of healthcare services. Collaboration with a university can facilitate the implementation of interventions based on the community’s needs, such as health promotion activities to address chronic conditions.

B2.

One policy that could be enacted is making cultural competency training mandatory for all hospital employees to help them consider the specific needs of different cultures. One possible procedure could be a community health liaison program where HSCs work with community members to assess their needs and find ways to address them.

B3.

The diversity in the community population can be addressed by employing community health workers who hail from the population and can serve as trusted intermediaries between residents and healthcare providers. Additionally, utilizing multilingual resources and interpreters is crucial to addressing the problem of language barriers and guaranteeing adequate treatment and education for patients who do not speak English.

C1.

One strategy to develop a culturally diverse interprofessional team is to implement targeted recruitment efforts that prioritize hiring healthcare professionals from diverse backgrounds. In order to effectively manage such a team, leadership must ensure that they incorporate regular inclusivity training to promote mutual understanding and respect among team members. Structured interprofessional-focused workshops can be conducted to enhance shared understanding and interaction to increase collaboration.

C2.

Two professional development initiatives implemented are mentorship programs, where new team members are assigned to experienced team members to promote team cohesiveness. Another strategy is training workshops. The strategy should focus on collaborative care models to improve interdisciplinary teamwork.

C3.

One solution to the problem presented in the scenario is to establish community health facilities within neighborhoods with high chronic disease rates to provide accessible preventive care. Another solution is to provide telehealth services to patients who cannot arrange their transport to see a healthcare provider.

C4.

One verbal communication strategy that may effectively reduce healthcare access barriers is motivational interviewing. In motivational interviewing, patients are encouraged to voice their concerns and formulate plans with the providers (Reinauer et al., 2021). A nonverbal strategy uses culturally appropriate and picture-sensitive health-literate materials to enhance communication with patients with limited health literacy.

D1.

One strategy to increase employee engagement around the community problem is to create an employee recognition program that rewards staff for community involvement efforts (Kwarteng et al., 2024). Another recommended strategy is to set hospital-sponsored volunteer days whereby employees can contribute directly to the community’s health.

D2.

Two potential organizational structures, a professional development committee (PDC) or a matrix organizational structure, can facilitate professional development opportunities and systematically support the community’s needs.

Professional Development Committee

A Professional Development Committee could be established as a cross-functional team comprising representatives from various departments within the hospital. This structure would be implemented by forming a dedicated group led by a senior executive sponsor, including members from HR, clinical departments, and community outreach teams. The committee would meet regularly to identify skill gaps, design customized training to fill these gaps and coordinate mentorship opportunities.

To establish this structure, hospital leadership would allocate designated time and resources, allowing committee members to work together effectively. The committee would conduct needs assessments, create curricula addressing cultural competence and health equity, and host workshops on implicit bias in healthcare. This framework would address the community’s needs by strengthening the organization’s ability to provide culturally competent care. For instance, staff would be better equipped to address the mistrust of the medical community among African American residents and to navigate the challenges posed by language barriers and socioeconomic disparities in the diverse urban setting.

Matrix Organizational Structure

Matrix Organizational Structure could be implemented to foster professional development by organizing cross-functional teams that would report to both a functional manager and a project manager. This structure would be established by reorganizing the existing hierarchy to enable more flexible, project-driven work. Employees would have a dual reporting structure: to their regular department head and project leaders focused on particular community health projects.

To implement this structure, the hospital must clearly define roles and responsibilities, create new communication channels, and train employees on matrix management principles. This strategy would promote professional growth by exposing staff to diverse perspectives and allowing them to work on various community-focused projects. The matrix structure would systemically serve the community’s needs by enabling the rapid formation of specialized teams to address specific health challenges. For example, a staff team could quickly be assembled to address the high rate of heart disease. This team would gather staff from different departments to create holistic, culturally responsive interventions grounded in the community’s unique demographic and socioeconomic context.

D3.

One professional behavior dynamic in the context of personal relationships is maintaining active listening skills when engaging with community members to build trust. In an organizational context, professionalism can be defined as a set of ethical and patient-oriented behaviors. Within an industry setting, professionalism is about staying up-to-date on the latest in healthcare coordination and promoting policies that ensure equal access to healthcare. These dynamics can contribute to better outcomes by creating a supportive and respectful team environment within the interprofessional team and enhancing community trust in healthcare services.

D4.

An HSC should base itself on fundamental personal values: empathy, integrity, and advocacy. Empathy makes the patient feel that their concerns are being understood and that they are being taken into consideration. Integrity leads to making the right ethical decisions, and advocacy leads to fixing systemic issues within the community. These values can be applied to working as a healthcare leader by focusing on the patient, helping team members grow professionally, and advocating for policies that will affect the underserved. These values can be used to partner with the community as follows: demonstrating genuine interest and commitment to address health disparities, establishing mutual trust, and including the community in decision-making processes.

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