Conference Abstract Compendium Examples from the ... - CityMatCH

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2009 CityMatCH Urban MCH Leadership ConferenceACCOMPLISHMENTS/RESULTSThe MDTF developed three subcommittees to address the priorities identified: Resource List; Outreach &Education, and Wait Time Studies. The Resource group developed two service provider directories – onefor consumers and one for healthcare professionals. The Outreach group developed a PowerPointeducation tool for healthcare professionals and organized two trainings to occur in April and June, 2009.The objectives of the trainings are to: discuss symptoms and occurrence of Perinatal Mood Disorders(PMD); identify screening tools used to identify Maternal Depression; list treatment options for PMD;and, identify resources for PMD. The Wait Time group conducted a baseline wait time study in 2008 andwill conduct subsequent studies in 2009.BARRIERSWhile we detect possible depression through a proactive screening process, the next steps of referral andtreatment are a serious challenge. Mental health referral sources for maternal depression are few andmothers referred experience delays in getting necessary services. Additional barriers identified included:lack of resource awareness; overburdened resources and long wait times; fear of stigma; continuity ofcare; lack of cultural competency and bilingual services; low appointment show rates; lack of compliancewith treatment plan; limited screenings; and lack of transportation.LESSONS LEARNED• Our local data are compelling and underscore the lack of community resources available for screeningand treating depression for high risk mothers.• Data highlight a critical community need for a mental/behavioral health partnership that can respondquickly and effectively to maternal depression.• Untreated depression complicates our efforts to help moms achieve good birth outcomes.• There’s an important role for health department leadership in group facilitation, coordination ofintervention, and outcome evaluation.INFORMATION FOR REPLICATION• Approximate annual budget is contracted for $5,500.00.• Resources: Utilize National Healthy Start funding to cover program planning, development andresources; additional resources include in-kind contribution from task force members, including personneltime to participate in planning meetings and providing space.• Key partners and stakeholders include the following task force members: Catholic Social Services;Columbus Neighborhood Health Centers; Columbus Public Health; Council on Healthy Mothers &Babies; Dublin Counseling Center; Mount Carmel Health System; Nationwide Children’s Hospital;Northwest Counseling Services; Ohio Department of Health; OhioHealth; Ohio State University; OSUMedical Center; and POEM, Inc.52
2009 CityMatCH Urban MCH Leadership ConferenceThe Los Angeles Chronic Disease Management ConsortiumPRIMARY CONTACT:Heather Kun, MS, ScDVice President, Research and EvaluationNational Health Foundation515 S. Figueora Street, Suite 1300Los Angeles, CA, 90071Phone: (213) 538-0753Fax: (213) 538-0983Email: hkun@nhfca.orgWebsite: www.nhfca.orgCO-PRESENTER(S)/AUTHOR(S):Paula Verrette, MD,paula.verrette@huntingtonhospital.com (Author)Lynn Yonekura, MD, yonekura@chw.edu(Author)Mia Arias, MPA, marias@nhfca.org (Author,Presenter)Maricela Acosta, MAcosta@GoodSam.org(Author)CATEGORYChronic disease and MCH (Asthma, Diabetes, Obesity)Racial and ethnic health disparitiesFOCUSProgram Policy FocusISSUETwenty-three percent of children in Los Angeles (LA) County suffer from obesity and rates of otherchronic disease such as diabetes are increasing (County of LA Department of Health Services PublicHealth, LA Health, 2003). In the general population, 80% of preventable death and disability is associatedwith chronic disease (LA County Department of Health Services, The Burden of Chronic Disease, 2000).The LA Chronic Disease Management Consortium (CDMC) convenes multiple hospitals together toreduce the high incidence of chronic disease in LA County and to help individuals with chronic diseasebetter manage their disease thereby improving the health of patients and communities.SETTINGThe CDMC is a collaboration of six partnering organizations in LA County including, California HospitalMedical Center, Children’s Hospital Los Angeles, Good Samaritan Hospital, Harbor-UCLA MedicalCenter, Huntington Memorial Hospital and National Health Foundation (NHF). Programs developed bythe consortium serve patients of partnering hospitals and their surrounding communities targeting lowincome,underserved and uninsured populations. Programs are offered at hospital sites and localcommunity based organizations.PROJECTThrough a unique collaborative model, the CDMC has successfully developed and implemented multiplechronic disease prevention and management programs (both interventions and education) focusing ondiseases that have high rates in hospital communities. To date, CDMC projects include PCAP (PasadenaCommunity Asthma Project), HELP (Healthy Eating Lifestyle Program), Type 2 Diabetes Program andthe planning phase of Heart HELP (cardiovascular disease program). Each program is developed to fit theneeds and cultural backgrounds of the target populations; builds upon the experience and successes of the53
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