Displaying 7 results for

Reprioritizing Black Maternal Health How We Can Prioritize Black Maternal Health Lawrence Young Black women face significant rates of maternal morbidity and mortality — learn how public health can better support them in this blog post. I do not have to look far to understand the urgency of the Black maternal health crisis. I have watched friends, colleagues, and loved ones from every walk of life struggle through pregnancies that should have been safe and celebrated. Some are highly educated professionals. Others are young mothers still finding their way. Many had access to quality insurance and still faced complications, long hospital stays, and minimal follow-up care. Many have shared unfortunate experiences that run the gamut from feeling unheard or perhaps unnecessarily undergoing a procedure — the care in health care was not there for them. These are not isolated incidents. They are part of a larger, structural failure that demands our attention and our action. As public health professionals, we must ask ourselves: How can we better care for and about Black mothers? And what would it look like to center them in the systems that were created to protect women in one of the most vulnerable times of their lives? Understanding the Root of the Crisis Black women in the United States are three to four times more likely to die from pregnancy-related causes than their White counterparts. In many states, including Connecticut, this difference persists even when controlling for education and income. These outcomes are not the result of individual choices or biological differences — they are the result of systems designed with historical blind spots. Education and income, often seen as protective factors, do not shield Black women from these outcomes. Research shows that pregnancy-related mortality rates are higher among Black women with a college degree than among White women with the same level of education or with less than a high school diploma. The same is true for women with respect to the risk of dying within the first year postpartum. These disparities grow with age and extend beyond mortality to include severe maternal morbidity, such as preeclampsia — a pregnancy complication related to high blood pressure — which can have lasting health impacts if untreated including death. Additionally, American Indian, Alaska Native, Black, Native Hawaiian, Pacific Islander, Asian, and Hispanic women all experience higher rates of ICU admission during delivery compared to White women. ICU admission is considered a key marker for maternal complications and system-level failure. Public Health as Partner in Progress Public health has a responsibility to do more than document issues and concerns. We must be in the business of addressing them. In Connecticut, we are working across agencies and community organizations to move from acknowledgment to action. One of the most important leaders in this work is #Day43, an initiative launched by Waterbury Bridge to Success Community Partnership. The name refers to the period between 43 days and one year postpartum, during which approximately 20% of pregnancy-related deaths occur. #Day43 exists to raise awareness of Black maternal health and transform systems to support mothers. Their work spans research, advocacy, policy, technical assistance, and storytelling grounded in lived experience. Waterbury’s maternal health data reflects this crisis. According to the #Day43 Black Maternal Health Report, 18.6% of pregnant women in Waterbury received late or no prenatal care. Those in the city face higher rates of C-sections, limited access to postpartum care, and insufficient support for mental health and breastfeeding. The community described a significant lack of maternity care resources, particularly in the North End, where many Black and Hispanic families reside. Through initiatives like this, residents are not just seen as stakeholders. They are recognized as storytellers, system builders, and agents of change. Their leadership is shaping how we define, measure, and deliver maternal care in Connecticut. This vision aligns with broader maternal health equity efforts across the state. For example, The Connecticut Health Foundation is developing a Maternal Health Equity Blueprint in partnership with community leaders, researchers, and families. Waterbury voices are essential contributors to this process. Listening as a Path of Healing The experiences of Black mothers reflect a broader truth. Too often, our systems are not built to hear them. That lack of trust is both historical and current. It shows up in rushed appointments, dismissed symptoms, and inaccessible services. Community-based providers, such as doulas and midwives of color, are critical to bridging this gap. They do more than provide care — they restore dignity. Yet these providers are often underfunded and undervalued in mainstream health care systems. Public health must champion integrating these providers into existing systems and promoting long-term sustainability. To maximize maternal health outcomes, the next phase of this work must intentionally include structured cross-sector collaboration. It must focus on building systems that educate both providers and families on urgent maternal warning signs, provide consistent discharge education, and strengthen local surveillance and outreach infrastructure. These strategies are essential, scalable, and lifesaving. We cannot improve outcomes without acknowledging the deep cultural, emotional, and psychological work required to rebuild trust. We cannot heal what we do not hear. Re-Examining the “Public” in Public Health Re-examining the public in public health means placing the needs of our most vulnerable communities at the center. It means investing in care that is integrative and supportive with community co-designed solutions. It also means wholistically addressing other intersecting systems that influence maternal outcomes. We can start by: Expanding funding for community-based perinatal health workers, including doulas and midwives. Embedding relevant metrics into maternal health program design and evaluation. Creating statewide listening sessions and family advisory councils to ensure policies reflect lived realities. Partnering across sectors to improve access to safe housing, transportation, and mental health supports for new mothers. Supporting local initiatives like #Day43 that lead from within communities and reflect community-defined solutions. Educating families on health information and individual health rights through accessible, trusted channels. To truly care for and about Black mothers, we must act beyond awareness months and social media campaigns. We must improve current processes and design opportunities that will support them and keep them alive. Public health was created to serve the public. The most powerful way to honor that mission is to focus on the public, ensuring they are a priority and not an afterthought. article yes

Continuing ASTHO’s Legislative Prospectus series—which highlights the top 10 public health policy issues for 2022—we are focusing this week on mental and behavioral health as well as supporting the public health workforce.

This blog from ASTHO’s PH-HERO team touches on the importance of trauma-responsive leadership in the public health workforce.

This brief examines the ways states can support certification for community health workers.

Through the lens of the Public Health Accreditation Board's standards and measures, this report explores innovative programs and policies implemented by health departments in an effort to adopt system-wide approaches to achieving health equity.

Infusing Diversity, Equity, and Inclusion Into State Public Health Agencies: Perspectives from Connecticut, New York, and Tennessee Association of State and Territorial Health Officials, diversity equity inclusion, public health, public health agencies, connecticut and new York, tennessee and new York, public health workforce, equitable access to care, health equity, access to care, share resources, diverse executives, delph scholars, leadership development, implement dei, health agencies, office of multicultural health equity, advisory council, racial equity, human rights, health and mental hygiene, board of health, anti racism, department of health, addressing dei, health disparities, political landscape Samia Hussein, Erika Kirtz, Jannae Parrott ASTHO | DELPH Scholars share insights on creating an inclusive and equitable workplace in public health agencies from Connecticut, New York, and Tennessee perspectives. A diverse public health workforce is essential for organizations to offer equitable access to care and address the many social and political factors affecting health. Public health agencies are most robust when they mirror the diversity of the communities they serve, as this enables them to access and share resources with the community and other stakeholders more easily through established connections. Therefore, infusing Diversity, Equity, and inclusion (DEI) into multiple levels of state and local public health agencies is vital. In a LinkedIn Study, 76% of employees indicated that diversity is essential when considering a job, and 80% of survey respondents indicated they want to work for a company that values diversity. With the recent resignation wave hitting many state and local public health agencies, the need for authentic attraction of new employees who share our DEI values is more urgent than ever. It is time for public health practitioners to transform the systems to be more inclusive and structured to provide the necessary resources and interventions to all individuals, especially the most vulnerable. As Diverse Executives Leading in Public Health (DELPH) Scholars, we value this DEI conversation centered around equity within the workplace. Our leadership development program has allowed us to connect with others working on this same effort nationwide. Together, we have learned valuable lessons as we implement DEI at our health agencies and are eager to share them with you. This collective effort and shared purpose drive us in our DEI journey. State Perspectives on Addressing DEI Connecticut: Samia Hussein The Office of Multicultural Health Equity (OMHE) was established in 1996 as an appointed office by the then Commissioner to create health equity programs and initiatives that address our staff and client needs, including establishing our Statewide Multicultural Advisory Council (MCAC). Recently, in Connecticut, the Commission on Human Rights and Opportunities and the Commission on Racial Equity in Public Health co-hosted a statewide symposium titled “Cementing Equity in State Government” that launched the results of two fundamental equity studies across the state. The studies are a result of legislation passed declaring racism a public health crisis. The first step in our DEI journey was to ensure a foundation of definitions, terms, and a safe space for dialogue around shared experiences, which can lead to culture change. This was accomplished through buy-in from leadership by consulting with a full-service DEI agency, Kaleidoscope Group, based in Chicago. The Commissioner, Executive Leadership Team, and Union Leadership collaborated in offering this mandatory full-day DEI training to our entire agency (~3400 staff). OMHE and MCAC create a shared three-year strategic plan that is a vehicle for making a substantial DEI impact (e.g., reviewing health inequities) and provides recommendations for the Commissioner through programs/initiatives and policy changes. It is imperative to collaborate with multiple internal and external stakeholders to have a pulse on DEI issues. This existing infrastructure allowed OMHE to oversee this training mandate and continue advancing DEI programs statewide. Our preliminary data for DEI training has shown that nearly 80% of staff reported the training as a worthwhile investment, and 82.1% strongly agree that they will apply the knowledge and skills learned from the training at their workplace. We continue to look at client data points for behavioral health inequities and address DEI concerns collaboratively. New York: Jannae Parrott The New York City Department of Health and Mental Hygiene (DOHMH) has embraced a proactive and inclusive strategy to tackle DEI by prioritizing integrating health equity and anti-racism throughout the agency. This work is primarily supported and driven by the New York City Board of Health resolution declaring racism a public health crisis. At DOHMH, the first step was to launch an agency-wide initiative to empower staff with the knowledge and tools to effectively address racial health disparities and enhance health outcomes for all New Yorkers. This initiative involves educating and training staff on how racism and other oppressive systems can impact healthcare, analyzing how racism may have influenced our past work, establishing new policies to mitigate such influences, and collaborating with local communities to explore additional strategies for combating systemic injustice. DOHMH will soon launch a new data equity skills training course to engage staff at all levels in applying practical data equity skills. Its objectives include fostering awareness of the importance of data equity, providing tools and training for people who work with data to enhance equity in data practices, and offering resources for staff involved in data-informed decision-making. Additionally, DOHMH has initiated comprehensive internal reforms aimed at dismantling silos and modernizing our data systems. This transformative process enables the agency to advance the linkage of public health, healthcare, and social service data, ultimately enhancing our understanding and efforts to improve population health. Tennessee: Erika Kirtz The Tennessee Department of Health (TDH) has been strategic in its approach to addressing DEI in the state. We have shifted our language to focus on eliminating disparities, which is the central focus of our equity work. A key priority is overcoming limitations in our data and surveillance systems to detect disparities in vulnerable populations better. Offices within TDH are linking multiple datasets to gather demographics and risk factors to understand how to serve the populations best. For example, the Healthcare-Associated Infections and Antimicrobial Resistance (HAI/AR) program in TDH has implemented processes to link surveillance datasets to secondary data sources (inpatient and outpatient hospital discharge data, etc.) to gather information on demographics that aid in the understanding of risk factors associated with the acquisition of certain multi-drug resistant organisms. The findings from this data linkage allow the team to pinpoint risk factors that can be overcome with targeted interventions. We have also begun breaking down silos to collaborate across offices and divisions on the various equity-related initiatives. The overall goal is to transform the current systems to operate through an equity lens, which will be standard practice throughout TDH. There is also a push to continue diversifying the workforce by actively recruiting interns and staff from local Historically Black Colleges and Universities (HBCUs) and other institutions with minority populations. The TDH’s central office is in Nashville, TN, near two prominent HBCUs: Tennessee State University and Meharry Medical College. TDH staff have attended job fairs and specifically sent notifications to faculty at these institutions to help recruit for internships, fellowships, and employment. TDH’s approach is to remove the negative stigma around the term equity, which allows our department to continue serving the people of Tennessee. Call to Action The work of DEI can be challenging, and there is no specific blueprint for addressing it. However, we want to share key takeaways and lessons from this process. It is imperative to have leadership buy-in and support early in the process. The work will not be prioritized if it does not start with the Commissioner and the Executive Leadership Team. Also, this process is not one-size-fits-all and requires a clear vision. The first step is establishing a clear baseline of health equity measures to assess progress continuously. Guidance from the Robert Wood Johnson Foundation can assist in measuring equity in your state. Review what other agencies are doing to adopt best practices that can be applied to your agency. Please note that this process is not for one person and requires a diverse and dedicated team to champion this work. This process requires financial investment through consulting, training, or hiring core staff. There will be many people who are resistant to change or critical of this work. Remember the why and the importance of these practices. Use data to support decisions and stick to the strategies or action plans that lead to success. Also, identify key partners committed to this work and use each other to overcome challenges. Understanding the political landscape and concerns these initiatives might evoke is vital. These concerns can be overcome by being proactive in communicating the benefits and importance of this work, building relationships and awareness of social inequities, and inviting all employees to play a role in advocating for the advancement of DEI. When considering diversity and inclusion, we must think beyond gender, race, and ethnicity. Consider understanding the makeup of the diverse communities served. Expand upon client and staff demographic data. Even if the Federal and State

ASTHO Celebrates Women’s History Through the Decades ASTHO, association of state and territorial health officials, public health infrastructure, vice president, population health, health science, health system, public health workers, american women, career path, environmental health, public health mph, national women s history, international women s day, public health careers, health education specialist, week of march, history month, master of public health, black women, women s history week, women s history, public health work, public health leadership, woman president, public health practitioner, racism and sexism, public health system, women s history month, women leaders, women in public health Kimberlee Wyche Etheridge ASTHO | Celebrating ASTHO's past, present, and future of women in leadership. With a movie ticket costing $2.50 and gas hovering at $1.10 / gallon, the year 1984 ushered in many new eras. Apple debuted the Macintosh personal computer with its Superbowl commercial based on George Orwell’s dystopic novel in the Winter. Over the next generation, this technology would change the way we interact with the world. Prince’s Purple Rain and the accompanying concert-type movie were released, ushering in a new generation of forever fans. Space travel catapulted into the future with the launch of the space shuttle Discovery, which flew an additional 38 times. Childhood hunger took center stage with the release of the benefit song, “Do They Know It’s Christmas?” by Band Aid, which would sell millions of copies and raise millions of dollars. It was the Eighties—a key decade in U.S. history. It also marked a critical first in ASTHO’s history. ASTHO has a long history of pioneering women leaders. Below, you'll find several of them whose work has inspired mine. (Read the full list of ASTHO's women presidents.) 1980s After 42 years of public health work and leadership, ASTHO elected its first woman president—Kristine Moore Gebbie, DrPH, RN (alumni-WA)—in 1984. Gebbie was an educator who taught generations of nursing students around the world. She was a public health practitioner and served as Secretary of Washington State’s Department of Health. Her legacy highlights the importance of working across multiple levels of government and healthcare agencies, especially as it relates to preparedness. As ASTHO president, she was a trailblazer, best known for her commitment to work focused on AIDS. While in this role, she was tapped to serve as the first White House AIDS Policy Coordinator. She received numerous awards and accolades from many different organizations, including the American Nursing Diagnosis Association (NANDA). 1990s In 1992, Joycelyn Elders, MD (alumni-AR) also celebrated a first—becoming ASTHO’s first African American woman president. Elders served as the Director of the Arkansas Department of Health. Her public health accomplishments include reducing teen pregnancy in her state, increasing early childhood screenings as well as the percent of children immunized at 24 months. During her time in Arkansas, she was recruited to serve as Surgeon General, where she became the first African American—and only the second woman—to hold the post. She contended with both racism and sexism while in the job, and despite criticism and waning support from the administration, she stayed true to her public health beliefs. She fervently believed that poverty plays a critical role in public health crises such as teen pregnancy, and that education is as an essential strategy to breaking the cycle of poverty. She became the first person to be board certified in pediatric endocrinology. She has published more than 100 papers focused primarily on juvenile diabetes and adolescent health. 2000s Known for saving many lives by successfully cutting smoking rates by one-third during her time as Washington State Secretary of Health, Mary Selecky (alumni-WA) served as ASTHO president in 2003 and 2004. She holds the title as one of the nation’s longest serving secretaries of health having worked under three governors. During her time as the top state health official, Selecky moved Washington to become one of the first state health agencies to receive national accreditation. Childhood immunization rates in the state catapulted from among the bottom in the nation to in the top third. She worked to improve the state’s public health system after a 2001 earthquake. As ASTHO president, Selecky worked to elevate ASTHO’s status as a vital partner after the 9/11 terrorist attacks. She worked to ensure that public health preparedness funds were granted to health departments. 2010s Jewel Mullen, MD, MPH (alumni-CT) was serving as the Commissioner for the Connecticut Department of Public Health when she was elected President of ASTHO in 2014. During her time in Connecticut, Mullen focused on the state’s public health system, specifically chronic disease prevention programs and improving coordination between public health and medical care. She was also a crucial figure in bringing the community to the public health table. She created an Office of Health Equity Research, Evaluation and Policy while in her role to ensure integration of health equity in the states programming. Mullen used her ASTHO presidential challenge to highlight healthy aging and issue a call to action to help older adults live and age well in their communities. Through her Presidential Challenge, states committed to healthy and safe community environments, injury and falls prevention, empowered people, Alzheimer’s plan, active living, and clinical and community preventive services. Nicole Alexander-Scott, MD, MPH (alumni-RI) was elected ASTHO president in 2018. In that role, she led a presidential initiative encouraging state, local, tribal, and territorial health departments to build healthier, more resilient communities through community-led, place-based approaches. This initiative mobilized strategic investments to address socioeconomic and environmental determinants of health to transform systems and policies in ways to empower local communities. Alexander-Scott has also worked as a specialist in infectious diseases for children and adults. She is board certified in pediatrics, internal medicine, pediatric infectious diseases, and adult infectious diseases, and served as faculty at Brown University in pediatrics, medicine, and public health (with a focus on health services, policy, and practice). She continues to work with ASTHO to promote health equity. 2020s Rachel Levine, MD (alumni-PA) served as president of ASTHO in 2020. She is the first openly transgender woman to serve in the role. Levine is a pediatric and adolescent medicine physician and an educator. In 2015, while practicing clinical medicine at the Penn State Hershey Medical Center, she was nominated by the governor-elect to serve as Pennsylvania’s physician in general. Two years later, she was named as Pennsylvania Secretary of Health. Levine led the state through the COVID-19 public health response and helped the state respond to the growing opioid epidemic. While serving as ASTHO president, the White House nominated Levine to serve as Assistant Secretary for Health. She achieved another first when she was commissioned as the first woman four-star admiral in the U.S. Public Health Service Commissioned Corps. She remains a strong advocate for the well-being of LGBTQI+ youth. Continuing in this strong tradition of trailblazing women in leadership, Anne Zink, MD (SHO-AK) took the reins as ASTHO President in September 2022. Zink plans to focus her presidency on improving health information systems to empower the public, healthcare providers, and the public health workforce with the tools and information they need to promote individual and population health. There are others who have helped pave the way for future women leaders at ASTHO. This month of March, we celebrate all the past, present, and future women who have served as Presidents of ASTHO. We are because they were. ASTHO's Women Presidents: 2023  Anne Zink, MD, FACEP (SHO-AK) 2021  Rachel Levine, MD (alumni-PA) 2019  Nicole Alexander-Scott, MD, MPH (alumni-RI) 2015  Jewel Mullen, MD, MPH, (alumni-CT) 2009  Judith Monroe, MD (alumni-IN) 2007  Mary M. Hansen, RN, PhD (alumni-IA) 2006  Leah Devlin, DDS, MPH (alumni-NC) 2004  Mary C. Selecky (alumni-WA) 2003  Mary C. Selecky (alumni-WA) 2000  Patricia A. Nolan, MD, MPH (alumni-RI) 1993  Molly Coye, MD (alumni-CA) 1992  M. Joycelyn Elders, MD (alumni-AR) 1990  Suzanne Dandoy, MD (alumni-VA) 1985  Joan K. Leavitt, MD (alumni-OK) 1984  Kristine Gebbie, RN (alumni-WA) website yes