Displaying 7 results for

Strengthening Leadership, Risk Communications, and Preparedness in the Islands Strengthening Public Health Preparedness in the Islands Sidnie Christian, Alyssa Boyea Key strategies in on leadership, risk communications, and preparedness, can help island jurisdictions prepare for and respond to emerging public health threats. ASTHO convened a two-day, in-person workshop in Honolulu from June 25 – 26, bringing together public health preparedness staff from American Samoa, the Commonwealth of the Northern Mariana Islands, the Federated States of Micronesia, Guam, Hawaiʻi, the Republic of the Marshall Islands (RMI), and Palau, as well as federal partners from CDC, the Department of Homeland Security, and the Administration for Strategic Preparedness and Response. The workshop focused on leadership and workforce development, risk communications, administrative preparedness, and more to support island areas as they prepare for and respond to natural disasters and other emerging public health threats, of which emerged key learnings that can benefit all island jurisdictions. Leadership and Workforce Development Leading through change requires transparency, trust, and collaboration. Planned change involves assessing readiness for change, identifying resources needed, securing buy-in, and determining a path forward. However, sometimes change can leave little to no time for preparation. Island jurisdictions have encountered challenges in the face of change, with many workshop participants sharing firsthand challenges around retaining institutional knowledge, infrastructure, and receiving assistance from the mainland United States in a timely fashion. As such, change readiness, succession planning, and effective change management practices are of utmost importance in the islands. Key recommendations and takeaways include: Utilizing a reputable framework, such as Kotter 8-Step Change Model, is pivotal for improving change readiness and change management. Change management frameworks and methods can assist with different types of change including structural change, strategic operational change, people-centric change, etc. Trust is hard to build, but easy to lose. Participants spoke about characteristics of high trust relationships including open communication, consistency, good judgement or expertise, and cultural sensitivity, while low trust relationships characteristics include lack of communication, inconsistency, and lack of teamwork. Succession planning is important to ensure institutional knowledge and capabilities remain in the wake of staff turnover or retirement. Identifying the necessary expertise, skills, and capabilities for each role is vital in the case of unplanned changes in staffing. Promising practices include annual review of critical positions, conducting talent calibration sessions, defining action plans, and obtaining buy-in from leadership and relevant partners. Risk Communications The island jurisdictions face emergencies that require creative response efforts. Both Hawaiʻi and RMI demonstrated innovative approaches in risk communications during COVID-19, finding success in forming critical partnerships, utilizing trusted voices within the community, and bridging communication gaps: Hawaiʻi utilized social media to showcase individuals such as doctors, pastors, social media influencers, and even local sports teams getting vaccinated, and utilized trusted voices to deliver messages. Additionally, they translated their materials into three languages (Marshallese, Samoan, and Hawaiʻian), modeling that no one gets forgotten, the true meaning of “ohana.” RMI created a working group with a mix of partners that curated press releases, educational materials, and sitreps, and served as a liaison between RMI Ministry of Health and Human Services and the community. It also partnered with several media outlets (e.g., radio stations, local papers, and other private sectors) and utilized mass text messaging to spread information quickly. The latter proved to resonate with most island jurisdictions who struggle with staying connected to hard-to-reach populations, namely those in more rural and disconnected communities. RMI was able to connect with these populations through WhatsApp to keep them updated throughout the COVID-19 response. Administrative Preparedness Improving administrative preparedness plans and processes ensure timely and efficient access to needed resources for a public health response. Most workshop participants are currently in the process of updating existing administrative preparedness plans, while some are working with other departments to create and implement new plans. Attendees discussed key partnerships for collaboration including other departments, Medical Reserve Corps, and other volunteer organizations. One common key challenge that emerged was around staffing (e.g., finding qualified people to fill vacancies, hiring process issues, making sure positions are competitive, etc.). To address this issue, island jurisdictions can work closely with other departments or jurisdictional agencies to streamline current processes, establish memorandums of understanding with different partners/facilities to assist with emergency procurement, and ensuring staffing vacancies are competitive and match public health classifications. Disease Forecasting A survey on state and territorial expertise and needs for infectious disease forecasts, models, and other outbreak analytic techniques—implemented by ASTHO with support from CDC’s Center for Forecasting and Outbreak Analytics—revealed that respondents from island jurisdictions experienced several barriers that led to limited use of infectious disease forecasts to inform communication and decision making. Challenges noted include limited software access, limited disease modeling capacity or skills, and lack of uniform reporting systems. Through a discussion-based exercise, workshop participants shared their challenges and considerations for ASTHO and CDC to assist with disease forecasting in the island jurisdictions moving forward. Challenges include but are not limited to: Delays with sending samples to labs and receiving results in a timely manner. Without timely results, it is challenging to take swift action. Lack of staff / staff wearing many hats with limited capacity. In most cases, there is no specific communication plan for disease forecasting within the departments. Communication can be challenging without clear processes and channels. Participants noted the desire for additional disease forecasting training and opportunities for collaboration. They suggested an integrated training session with island epidemiologists and other relevant staff to enhance disease forecasting knowledge and communication, as well as strengthen collaboration. Preparing for and Responding to Climate Events From hurricanes to typhoons to volcanic eruptions, the island jurisdictions are no strangers to the effects of changing climate. Willliam “Brandon” Aydlett, science and operations officer at the National Weather Service, and Shelbi Davis, Senior Analyst on the Environmental Health team at ASTHO, offer the following recommendations to island jurisdictions for preparing and responding to unprecedented climate events, as discussed with workshop participants: Create or update standard operating procedures for various climate related responses unique to the island. Always prepare for a category higher storm than is expected. Consider conducting regular vulnerability assessments to better understand areas where the island or its people may be most susceptible to adverse health impacts from climate events. Jurisdictions can learn from one another and find a sense of camaraderie in their preparedness efforts, much like the workshop participants. For example, one island jurisdiction noted that they currently do not have a warehouse to store equipment but are working on a plan to secure one; another jurisdiction, having recently revamped their warehouse, noted that they could assist their island neighbor in this endeavor and provide lessons learned as well as strategies to help secure a warehouse that will fit their needs. Looking Toward the Future Sharing lessons learned with one another and reflecting on how to apply those learnings in respective communities is crucial. Workshop participants shared their intent to share and utilize resources and information shared throughout the workshop with their leadership and team to begin implementing in their jurisdictions, as well as using strategies and skills learned to enhance partnerships. To all the participants and our Hawaiʻian hosts, we say mahalo. Related Resources Modernizing Infrastructure and Facilities for Readiness and Response | ASTHO PH-HERO Workforce Resource Center | ASTHO ASTHO STAR Center | ASTHO Evidence-Based Strategies to Enhance Public Health Emergency Preparedness and Response | JPHMP article yes

Strengthen your knowledge of wastewater surveillance ethics, with firsthand insights on key challenges and considerations from state health agencies and partners.

Each year the U.S. battles seasonal influenza, leaving millions of people sick, hospitalized, or worse. As COVID-19 cases continue to rise, it is crucial for all eligible individuals to receive a flu vaccine to help reduce the likelihood of contracting both flu and COVID-19.

Strategies and Innovations to Address Long COVID Strategies to Address Long COVID Alyssa Boyea Learn innovative strategies to address Long COVID, with examples from the field. Long COVID, or post-COVID condition, is a chronic condition that occurs after SARS-CoV-2 infection and afflicts approximately 20 million people in the United States. It is a multifaceted disease with symptoms or health problems lasting for at least three months as a continuous, relapsing, remitting, or progressive disease state affecting one or more organ systems. In 2024, the National Academies of Sciences, Engineering, and Medicine released a report defining Long COVID to harmonize terminology and measurement approaches. Long COVID has far-reaching implications beyond individual health, affecting health care systems and broader societal structures. Global economic impact of Long COVID is estimated to be approximately $1 trillion per year, including medical costs, productivity losses, and other compounding effects. Ongoing prevention efforts for Long COVID rely upon vaccination and primary prevention strategies for COVID-19 infection. The lasting impact of Long COVID requires unique health policy approaches, sustained research funding, and coordinated health and public health action to support affected individuals and mitigate long-term societal costs.  Key Challenges Diagnostics: There is no laboratory test for diagnosis nor standardized clinical diagnostic test. As a result, clinical clarity in diagnosis remains challenging. Reduced testing for acute COVID-19 infection has also hindered diagnosis and public health disease surveillance of Long COVID. Engagement: COVID-19 pandemic fatigue and reduction in trust can make it challenging to establish a trusted public health response to support impacted communities. Information is constantly evolving as more is learned about the condition, which can lead to confusion and misinformation. There is also little real-time data on community needs related to Long COVID to help tailor messaging or provide effective education. Funding: Many jurisdictions do not have dedicated Long COVID funding and are grappling with cuts to federal and state funding for Long COVID. Without sustained funding, it is challenging to retain dedicated staff — increasing reliance on part-time personnel — and continue initiatives. Jurisdiction Highlights: Advancing Long COVID Efforts Colorado In 2022, the Colorado General Assembly passed HB22-1401, directing the Office of Saving People Money on Health Care (OSPMHC) to examine and make policy recommendations that address the impacts of post-viral illness resulting from COVID-19, and directing the office to support efforts improving public health outcomes in the state. OSPMHC releases annual reports summarizing Long COVID impacts in Colorado, as well as key activities and accomplishments. Key statewide activities include developing surveys to assess socioeconomic impacts of Long COVID in Colorado, conducting a modeling study to examine factors and utilization patterns pre- and post-Long COVID diagnosis, and launching an initiative to better understand the association between clinical events prior to death and the designation of Long COVID on death certificates. Additionally, a Colorado Long COVID Community of Practice was established to discuss recent developments, share lessons learned, and inform strategies for surveillance and care, plus web/social media content to raise awareness. Minnesota The Minnesota Department of Health (MDH) launched the Long COVID program in 2021 to increase awareness and monitor potential long-term health issues following COVID-19 infection. In 2023, MDH secured state funding to expand the program and offer grants to organizations that support communities disproportionately impacted by COVID-19. Key initiatives include raising awareness about Long COVID and other infectious-associated chronic conditions (IACCs) through presentations, social media, and online resources; engaging individuals affected by Long COVID and conditions like myalgic encephalomyelitis/chronic fatigue syndrome; conducting epidemiological surveys and studies; forming a Long COVID Provider Guiding Council to foster collaboration, education, and system improvements among health care providers; and establishing the Long COVID Community Voices partner group, which led to a statewide network of organizations addressing Long COVID needs. Additionally, MDH has started a steering team of professionals and people with lived experience to guide the development of an actionable statewide framework for addressing IACCs and identify opportunities for cross-sector collaboration. New York City The New York City Department of Health and Mental Hygiene has focused its efforts on raising awareness and community engagement around Long COVID. Key activities include multilingual trainings for community and faith-based organizations and other partners to incorporate Long COVID information into their messaging with their respective communities, a study to assess long-term impacts of COVID-19 on New Yorkers, a three-part messaging campaign to share lived experience and stories of those living with Long COVID, and web/social media content to raise general awareness. Key Considerations Utilize public health resources such as the 10 Essential Public Health Services framework, “The Role of U.S. Public Health Agencies in Addressing Long COVID” and the health+ “Long COVID Human-Centered Design Report” to guide implementation of robust programs for Long COVID and related conditions. Share information on health agency websites, newsletters, or other forums to help raise awareness. Access to relevant information and resources is critical. Foster relationships and trust with various partners (e.g., health care, community-based organizations, and patient and caregiver communities) to learn about challenges/needs related to Long COVID and opportunities for collaboration. Collaborate with trusted messengers, such as community health workers and champions, to share community specific and linguistically appropriate information. Focus outreach efforts on under-resourced populations through culturally responsive frameworks. Partner with clinicians and health care systems to support clinical education and share relevant patient-focused resources for Long COVID and associated conditions. Promote sustained investment and support for Long COVID policies and research. Engage with key partners including health agency leadership, governor’s offices, state legislators, and advocacy groups to raise support for initiatives. Utilize local data and stories to show impact and advocate for dedicated resources. Long COVID Community of Practice article yes

Unlock key strategies for addressing and mitigating Long COVID effects, with step by step guidance, examples, and a wealth of supplementary resources.

The COVID-19 pandemic has changed the landscape of we go about preparing and responding to public health threats. In collaboration with CDC, ASTHO embarked on an initiative to identify effective resources, policies, and model practices utilized by state and territorial health agencies throughout the pandemic response. In this blog, we highlight four areas of focus that are central to any successful preparedness effort.

On March 10, 2023, ASTHO announced that several organization experts, including ASTHO staff, leadership, and former state health officials, are featured in the March issue of Health Affairs, which is focused on public health lessons during the COVID-19 pandemic.