The Center for Sharing Public Health Services (“Center”) has created a Roadmap to help guide public health departments interested in sharing resources with other health departments or organizations. Sharing resources allows communities to solve problems that cannot be solved — or easily solved — by single organizations. This practice can increase effectiveness (enhancing the quality […]
March 2021 — Health departments are set to receive billions of dollars in federal aid through the COVID-19 relief legislation. This influx of funding presents a unique opportunity to build a more effective, equitable and responsive system, and there is a growing interest in resource sharing across organizational boundaries as a valuable tool for assuring that essential public health services are provided to all. This Director’s Message highlights examples of modernization activities that include resource sharing, with particular attention to the potential role that state policymakers may have in promoting resource sharing to modernize public health.
February 2021 — As we approach a year of living through the COVID-19 pandemic, it’s good to take stock of what we’ve learned. Though an uphill battle remains, we have seen public health leaders face enormous challenges, form new partnerships and discover opportunities to use cross-jurisdictional sharing (CJS) to build a stronger public health foundation for the future. In our latest column, we highlight some key insights about how CJS can improve public health capacity during the pandemic and beyond.
December 2020 — Earlier this year, we decided to move forward with another round of funding through the Center’s 2020 Small Grants Program. We are pleased to announce that we have selected three grantees that are working on important CJS initiatives to advance health equity. However, the response to the CFP has left us wondering if our definition of cross-jurisdictional sharing is too narrow for the current times.
June 2020 — As COVID-19 cases spike in many communities, public health departments are under tremendous pressure to respond with increased testing and contact tracing. Because many health departments do not have the resources to do this work on their own, some have turned to cross-jurisdictional sharing (CJS) to increase capacity. At a time like this, we offer the following thoughts on quickly planning and implementing CJS arrangements for expanded COVID-19 response operations.
May 2020 — At the Center for Sharing Public Health Services, we have long recognized the power of storytelling. One way we disseminate learnings is by sharing stories from our grantees and other public health professionals who have worked on cross-jurisdictional sharing (CJS) initiatives. Recently, we published several stories on the CJS in Action page of our website.
There are many kinds of cross-jurisdictional sharing (CJS) arrangements, from simple handshake agreements to full-scale consolidation or mergers of health departments. Throughout this wide spectrum of arrangements, there are several factors that can increase the likelihood that a CJS arrangement will be successful. This publication is from the Center for Sharing Public Health Services.
This article assessed the financial implications of communicable disease surveillance in Colorado local public health agencies to identify possible economies of scale. Communicable disease surveillance is a core public health service required by local public health agencies in Colorado, and this study used staff salaries and time logs to estimate the amount of time devoted […]
With support from the Health Resources and Services Administration (HRSA), the National Association of County and City Health Officials (NACCHO) and the Center for Sharing Public Health Services partnered to develop the following suite of tools that support the sharing of services – both clinical and nonclinical – between local health departments (LHDs) and health centers.
This article describes factors that contribute to successful implementation of public health science. Health departments that are successful in implementing evidence-based practices have strong relationships and good communication channels established with their academic partner(s). Implementation of evidence-based programs was most often related to high priority community needs and the availability of resources to address these […]