Nursing nursing assignment 4

Orlando Health South Seminole Hospital

555 W State Rd 434, Longwood, Florida 32765.

Level I Trauma Center

Website: www.ohssssss.com

Community Health

Assessment & Plan

Sarah, Community Health Liaison, Orlando Health South Seminole Hospital

First Publication: May 2023

Stakeholder

Capella University, BHA/BHA-FPX 4108

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Managing Population Health

Community Health Assessment & Plan (CHAP) Purpose:

The focused purpose of this CHAP is to identify the 3 top priority health issues in Seminole County and address them with evidence-based interventions to improve community health outcomes.

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Capella University, BHA/BHA-FPX 4108 Managing Population Health

Engagement

The principals in the project are Dr. Howey, OHSSH’s

Chief Medical Officer, Dr. Buggy, Chief

Epidemiologist, Seminole

County DOH, Sarah Helper,

OHSSH’s Community Health

Liaison, and the Seminole

County Board of County

Commissioners (BCC) for Districts 1, 2, and 3.

Introduction

The Orlando Health South Seminole Hospital (OHSSH) serves Seminole County, which encompasses the zip codes, 32701-32799. South Seminole Hospital has 206 beds, 126 are acute care and 80 are inpatient behavioral health. It primarily services Longwood, and Seminole County, Florida. This CHAP is only for Orlando South Seminole Hospital. It is important to note that Orlando Health, Central Florida has 11 hospitals and is a 3,200+-bed system, of which the primary hospital campus is the Orlando Regional Medical Center, the main facility (Downtown, Orange County, FL). South Seminole is 24/7 and part of a Level One Trauma Center System. As the only accredited Chest Pain Center in Seminole County and home to one of three Air Care Team helicopter bases, they provide care for even the most serious of emergencies. CHAP Community Scope

· Seminole County, making up approximately 2.2% of Florida's total population, has seen a population growth rate of 16.5% in 2022. With a population estimate of 478,772 in 2022, up from 471,009 in 2021 and 470,855 in 2020, Seminole County shows a slightly faster growth rate compared to the state of Florida (3.3%).

· Age-wise, Seminole County has a younger demographic than the state average, with 20.8% of its population under 18 years, compared to 19.7% for Florida. The county has a smaller percentage of elderly residents, with 16.4% over 65 years old, compared to 21.1% in Florida.

CHAP Executive Summary

· In terms of gender distribution, Seminole County and Florida are very similar, with slightly more females than males in both regions (51.3% vs. 50.8% females in the county and state, respectively).

· Ethnically, Seminole County has a slightly smaller percentage of Hispanic or Latino population (23.3%) compared to the state average (26.8%). The percentage of White alone, not Hispanic or Latino, is slightly higher in Seminole County (77.8%) than in Florida (76.9%).

· Seminole County outperforms the state in terms of education, with 94.2% of high school graduates up to age 25 years compared to the state's 89%, and a higher percentage of residents holding a bachelor's degree or higher (41.9% compared to 31.5%).

· The median household income is higher in Seminole County ($73,002) compared to Florida ($61,777), and the poverty rate is lower (9.51% compared to 13.1%). However, the disparity is that the poverty rate is higher in younger and non-white families for county residents.

3 Top Population Health Priorities

COVID-19 Boosters.

Considering the current death rate from COVID-19 (28.4 per 100,000), it's essential to address vaccine coverage, especially among vulnerable groups such as the elderly and those with underlying health conditions. Given the total population size, and to ensure sufficient supply and accessibility of COVID-19 boosters are provided for all eligible Seminole County residents an community intervention program is recommended.

Adolescent STDs.

Seminole County shows lower rates of Syphilis, Chlamydia, and Gonorrhea compared to Florida totals. Nevertheless, STDs remain a significant public health concern. It's important to focus on regular STD screening, prevention, and education, particularly among adolescents and young adults, given the relatively younger demographic of the county, the poverty rates among young families who may not have access to this type of education and care.

Childhood Asthma.

In 2021, Asthma in children aged 0-4 years was higher in Seminole County (442.9) than Florida in total (422.6). Given that 20.8% of the county's population is under 18 years, targeted interventions such as early diagnosis, parental and teacher education, and school-based health programs could significantly impact this health outcome.

Community Profile

Needs Assessment

3 Top Health Priority Goals

Goal 1: Increase COVID Boosters

By December 2025, increase the rate of COVID-19 booster shots among eligible residents in Seminole County from the current rate of 50% to at least 70% through the implementation of a targeted COVID-19 Booster Shot Campaign that includes community outreach, vaccination clinics, and public education initiatives.

Goal 2: STD Prevention

By December 2025, Seminole County is to reduce the bacterial STD rate in adolescents aged 15-19 by 20% within three years through a comprehensive STD prevention intervention program. This will involve sexual health education, increased STD screening and treatment, and awareness campaigns about safe sexual practices and early testing, with a focus on addressing socioeconomic and language barriers in our community. Our goal is to reduce the current STD rate from 1,816 cases per 1,000 to approximately 1,452 cases per 1,000 adolescents. Goal 3: Childhood Asthma

By December 2025, reduce the rate of Emergency Department (ED) visits due to asthma in children under 18 years in Seminole County from the current rate of 386.8 per 100,000 to 348.1 per 100,000 (a 10% reduction) through the implementation of a targeted Childhood Asthma Intervention Program that includes school-based asthma education, community awareness campaigns, and parent training sessions.

Capella University, BHA/BHA-FPX 4108

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Managing Population Health

Goal 1. Proposed COVID-19 Booster Shot Campaign Intervention

The COVID-19 Booster Vaccination Intervention aligns with both Seminole County and State of Florida's public health priorities due to a significant need to maintain and increase immunization rates in the community. The Public Health Emergency (PHE) for COVID-19, declared under Section 319 of the Public Health Service (PHS) Act, expired on May 11, 2023. However, it remains crucial to maintain vigilance and ensure widespread immunity within the population. Given the ongoing global COVID-19 pandemic and emerging variants of concern, booster vaccinations represent an important tool in our ongoing efforts to manage and mitigate the spread and impact of the virus. Furthermore, with the gradual shift of responsibility for COVID-19 immunizations to local communities, Seminole County has a key role to play in this critical public health effort.

· Community Outreach. This involves the use of community health workers and volunteers to reach out to individuals and families in various communities. They will share information about the importance of COVID-19 booster shots, address any myths or concerns about the vaccine, and provide information on where and how to get vaccinated.

Proposed CHAP Interventions

· Vaccination Clinics. We will organize regular vaccination clinics in strategic locations throughout the county. These clinics will offer free COVID-19 booster shots and will be located in areas that are easily accessible to the general public. We will also consider mobile clinics to reach more remote areas.

· Public Education Initiatives. We will launch a county-wide public education campaign to increase awareness about the importance of COVID-19 booster shots. This campaign could include a variety of platforms such as social media, billboards, radio, and television spots. We will also provide informational materials at schools, community centers, and other public locations.

· Monitor and Evaluate. We will monitor the progress of the campaign by regularly reviewing the vaccination data. This data will help us understand which areas of the county are responding to our efforts and where we need to focus our resources. By December 2025, we hope to see an increase in the vaccination rate to at least 70%.

Goal 2. Proposed STD Intervention Program

· This objective aligns with the data showing high STD rates among adolescents aged 15-19 and takes into consideration the socioeconomic factors like poverty and language barriers which might affect health-seeking behaviors and access to prevention services. The success of the objective would be evaluated by monitoring the change in STD rates within the specified timeframe and demographic.

· Comprehensive Sexual Health Education. Work with local schools to ensure that comprehensive, age-appropriate sexual health education is a core part of the curriculum for students aged 15-19. This should include information on STDs, their prevention, the importance of regular screening, and available treatment options.

· Increased STD Screening & Treatment. Collaborate with healthcare providers and community health centers to increase the availability and access to STD screening and treatment services. This could involve setting up mobile screening clinics, providing free or low-cost testing options, and integrating STD screening into routine adolescent health check-ups.

Proposed CHAP Interventions

· Community Awareness Campaign. Launch a targeted awareness campaign aimed at adolescents and their parents/guardians, emphasizing the importance of safe sexual practices and early testing. This could include the creation and distribution of informative materials (brochures, posters, online content), organizing community seminars and workshops, and leveraging local media platforms to reach a wider audience.

· Special Attention to Vulnerable Groups. Design specific strategies to reach adolescents in poverty and those facing language barriers. This might include providing information and services in multiple languages, and implementing programs that address the additional barriers these groups may face in accessing healthcare services.

· Monitoring & Evaluation. Regularly monitor and evaluate the impact of the intervention program, adjusting strategies as necessary based on feedback and changes in STD rates among the target population.

Goal 3. Proposed Childhood Asthma Intervention Program

The ultimate goal of these coordinated efforts listed below is to empower children with asthma and their caregivers with the knowledge and skills needed to effectively manage the condition, thereby reducing the number of asthma-related ED visits.

· School-Based Asthma Education. Schools are an excellent venue to educate children about their condition and teach them self-management skills. This intervention component will involve collaborating with schools to integrate asthma education into their health curriculum. Lessons will cover asthma triggers, symptoms, and selfmanagement, including proper use of medications and what to do during an asthma attack.

· Community Awareness Campaigns. To engage the wider community and boost public awareness about asthma, we'll launch community-wide campaigns. This may include public service announcements, distribution of educational materials, and local events, such as asthma awareness walks. These campaigns will be especially focused on raising awareness about the importance of early diagnosis and effective management of childhood asthma.

Proposed CHAP Interventions

· Parent Training Sessions. Parents play a crucial role in managing their children's asthma. Therefore, we'll organize regular training sessions for parents of children with asthma. These sessions will cover topics such as recognizing early signs of an asthma flare-up, administering medications correctly, and creating an asthma-friendly environment at home. This will also provide an opportunity for parents to connect and share experiences and strategies.

· Monitoring and Evaluation. We'll establish a robust monitoring and evaluation process to track our progress toward our objective. This will involve regularly analyzing data on ED visits due to asthma and gathering feedback from participating schools and parents to continuously refine our approach.

CHAP Report Conclusions

In conclusion, the Community Health Assessment and Planning (CHAP) intervention programs for Seminole County's top health priorities - COVID-19 boosters, adolescent STDs, and childhood asthma - will be executed over the next three years, aligning with the triannual cycle of the CHAP process. This timeframe allows for strategic planning, careful implementation, and robust evaluation of the interventions.

The next steps will focus on action-oriented implementation, driven by multidisciplinary clinical teams. This crucial phase will be a collaborative endeavor involving the Orlando South Seminole Hospital, the County Commission, and community leadership. Together, we will work to ensure the delivery of these targeted intervention programs, fostering a healthier community, and making tangible strides towards addressing the identified health priorities in Seminole County.

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CONTACT INFORMATION

For more detail information regarding the contents of this report, contact:

Sarah, Community Health Liaison, OHSSH @ 555-555-5555, or email:

CHAP.INFO@ ohssssss.com

Next Step: Top 3 Population Health Priority Interventions · Program Interventions: Project Leader is the Chief Medical Office. Completed by: [May 31, 2023] · Interventions and coordinating with hospital leadership, clinical staff and community leadership. · Intervention Health Policy Compliance Audits · Evaluation Measures and Indicators • Data Collection and Outcome Reporting · Program Evaluation: · Summary of Key Findings and Goals · Call to Action for Community Engagement and Collaboration

Capella University, BHA/BHA-FPX4108 Managing Population Health 9

Disclosures: When mapping stakeholder interest to the top 3 public health priorities, several considerations were be taken into account, including, but not limited to:

1. A comprehensive evaluation was an integral part of our due diligence process. The Community Health Assessment program was thoroughly examined by an independent, unbiased committee. This committee included individuals with a diverse range of expertise spanning public health, finance, ethics, and law. Their role was to ensure that the program is well-structured, transparent in its processes, effective, and in line with our goal of addressing the top six public health priorities.

2. The conflict of interest check was a crucial part of our investigation. All individuals involved in the development, execution, and evaluation of the program underwent a stringent conflict of interest check. This process was put in place to verify that there were no personal, professional, or financial interests that could potentially influence their objectivity or compromise the program's integrity.

3. We placed great emphasis on transparency throughout the entire lifecycle of the program. All pertinent information, including the program's development process, funding sources, decision-making processes, and evaluation outcomes, was made available to stakeholders and the public. It was presented in a manner that was both comprehensible and accessible.

4. Our scrutiny extended to the financial aspects of the program as well. The program's funding sources and allocation of resources were meticulously examined to ensure there was no mismanagement of funds or bias in the distribution of resources.

5. The program was also assessed from an ethical standpoint. We ensured that the program promotes fairness, respect, inclusivity, and is in compliance with all relevant laws and ethical standards.

6. Looking forward, we have instituted a system of independent review. Postimplementation, the program will undergo regular reviews by an independent body. This additional level of scrutiny will further assure stakeholders that the program remains free from conflicts of interest and continues to serve the public health priorities effectively.

7. In conclusion, our due diligence process for the Community Health Assessment program has been thorough and exhaustive. Based on our findings, we confidently assert that the program has been fully vetted and has no known conflicts of interest. We will, however, continue to encourage vigilance and open communication among all stakeholders to maintain the integrity and effectiveness of the program.