Advancing Obesity Solutions Through Investments in the Built Environment: Proceedings of a Workshop by unknow
Author:unknow
Language: eng
Format: epub
Tags: Food and Nutrition: Diet and Health, Food and Nutrition: Policy, Reviews and Evaluations
Publisher: The National Academies Press
Published: 2018-06-21T00:00:00+00:00
COMMUNITY ENGAGEMENT IN ALAMEDA COUNTY
Kimi Watkins-Tartt, deputy director of the Alameda County Public Health Department, defined health equity as achieving the highest level of health for everyone. âHealth equity,â she elaborated, âentails focused societal efforts to address avoidable inequalities by equalizing the conditions for health for all groups, especially those who have experienced socioeconomic disadvantage or historical injustices such as racism.â She described the goal of the Alameda County Public Health Department as ensuring that all residents of the county, regardless of where they live, how much money they make, or the color of their skin, can lead a healthy, fulfilling, and productive life. âUnfortunately,â she said, âin our county, that is not the case. The projects that I am going to talk about work to address that.â
Watkins-Tartt explained that the department has approached its equity work by focusing on policy and systems change, institutional change, and community collaborations and partnerships that include residents. She offered three examples that incorporate this approach.
First was the Ashland and Cherryland Community Health and Wellness project, part of the Alameda County General Plan, which sets the policies for how the county uses and manages its physical, social, and economic resources. The General Plan is not just a land use plan, Watkins-Tartt emphasized, although land use is an integral part of it.
Watkins-Tartt explained that the Ashland and Cherryland Community Health and Wellness project is based on the principles of equity, accountability, collaboration, diverse resident partnerships, and the development of local assets. She added that the project used a website so that residents of the community could track the progress of the planning process, a wellness advisory council to hold planners accountable and to make sure residentsâ voices were heard, workshops so that residents could participate in the process, outreach in community events so that people who could not participate in some of the more formal structures were able to see what was happening, a communitywide survey of every household to hear from people who were not able to participate in the other venues, and focus groups to obtain more detailed information on what the residents wanted. The objective, she said, was to ensure that the residents most often left out of the planning process were instead front and center.
Watkins-Tartt described the plan, which was approved by the board of supervisors in December 2015, as a success, and noted that it also produced some lessons for similar initiatives. First, she said, future plans can try to avoid being dependent on champions within organizations: âAs we all know, as organizations change, people move on. If that is how this is getting done, then some of the work can stall or just come to a halt altogether.â A second lesson she shared is that a more formal structure could help ensure that the planning department uses the policy document consistently to maintain the vision of the community. âWe are working on putting that structure in place now,â she added. She observed that one of the primary strengths of
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