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"Patchwork to Quilt" is a perfect
description of Florida's efforts to integrate women's health care. Like
patchwork, this promising practice was created using limited physical
resources but deft human resources. This toolkit provides a roadmap for
replicating Florida's efforts to integrate and institutionalize women's
health within the Department of Health and across other agencies.
The Florida Department of Health developed these tools and strategies with
support from the U.S. Department of Health and Human Services, Health
Resources and Services Administration (HRSA), the Florida legislature, and
many individuals throughout the state committed to women's health. A
three-year HRSA grant began our efforts to create a focal point in Florida
for the coordination of women's health programs and to establish a
sustainable infrastructure at the state and community levels for integrated
women's health care. State legislation, enacted around the same time as the
grant award, bolstered our grant activities. Individuals committed to
women's health were the final critical component of this initiative. This
toolkit centers on three building blocks that have been our focus: Building
relationships, building momentum, and building sustainability.
The Department of Health recognized that several program areas within the
department and across organizations shared responsibility for women's health
services in Florida. The department identified a need to
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increase awareness at the state
and community level about women's health issues and available services,
and
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increase collaboration to
establish a comprehensive, coordinated, system of health care for all
women in Florida.
To respond to these challenges,
the department successfully competed for federal Integrated Comprehensive
Women's Health Services funding and was one of three states HRSA awarded a
three-year grant
[pdf; 18.25kb] in September 2004. The
goal of the grant was to improve services by addressing four areas:
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increase awareness of women's
health issues and services offered by different programs within the
department to improve coordination
-
develop a forum for sharing
information about women's health issues among other state agencies to
identify collaborative opportunities
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strengthen relationships with
women's health stakeholders in the private sector, including providers of
women's health care services through universities, hospitals, non-profit
organizations, and community health centers
-
provide educational
opportunities to increase public awareness of women's health issues and
services.
In July 2004, the Florida
legislature also recognized the complex delivery system and limitations in
women's health services and passed
legislation
mandating the creation of an Officer of Women's Health Strategy within the
Florida Department of Health. The state women's health legislation
authorizes the establishment of an Interagency Committee on Women's Health
comprised of representatives from the highest levels of state government.
Having the force of legislation behind the department's women's health
activities has increased awareness, visibility, and support for women's
health within and across state agencies. The challenge presented by the
legislation is a lack of dedicated funding for implementation of specific
requirements.
Another critical component of the success of this promising practice was
human resources. Dedicating
personnel
[pdf; 17.7kb]with appropriate knowledge, skills, and experience for the ongoing
facilitation of and interaction with the Intra-Agency and Interagency
Women's Health Committees was key. Because the success of this promising
practice hinged on the volunteerism of and support from others, having staff
with excellent communication skills was very important. Regular meetings of
these two committees were integral for establishing a women's health
infrastructure and increasing communication and collaboration across
programs. The Intra-Agency Women's Health Committee included approximately
30 state-level departmental program representatives. The Interagency
Committee included approximately 60 high-ranking representatives from state
agencies, universities, and non-profit organizations with interest in
women's health. Having the interest, involvement, and support of
high-ranking policy makers, such as the first
Officer of Women's Health Strategy, motivated staff to aim high
and to think outside the usual borders of what is possible.
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