278409
Consensus building in multi-agency public health policy development: Baltimore's subcabinet structure
Nicole Errett, MSPH, CPH,
Department of Health Policy and Management, Johns Hopkins Bloomberg School of Public Health, Baltimore, MD
Robert Maloney, MS,
Emergency Management and Public Safety, Office of the Mayor, City of Baltimore, Baltimore, MD
Mayor Stephanie Rawlings-Blake's vision for Baltimore is to grow the City by 10,000 families in ten years. In an effort to achieve this vision, she has identified six priority outcomes: Cleaner and Healthier City; Safer Streets; Stronger Economy; Better Schools; and Innovative Government. The Mayor's cabinet has been divided into subcabinets for the purpose of organizing agency leaders around identified priority outcome areas. This presentation will focus on the Cleaner and Healthier City priority outcome, and the use of a subcabinet structure to promote a health in all policies approach in its achievement. Each Priority Outcome has several sub-goals. The goals of the Cleaner and Healthier subcabinet's are: Increase City Cleanliness; Improve EMS Response; Improve Water Infrastructure; Prevent Air and Water Pollution; and Promote Healthy Lifestyles. The subcabinet is comprised of agency leadership from the agencies of Health, Fire, Planning, Housing, Environmental Control, Human Services, Emergency Management, and Public Works. This group of leaders is responsible for coordinating the city's achievement of the Priority Outcome through cross-agency collaboration on policy development, program implementation, and evaluation. The subcabinet meets quarterly to review data related to the achievement of its goals, engage in consensus building policy development discussions, and create an environment of empowerment to achieve public health goals outside of traditional public health agencies. Its operations are supported by the Office of the Mayor and the Office of CitiStat. This poster presentation will discuss the development of the subcabinet structure, including stakeholder identification, roadblocks, and critical decision points; strategies for creating buy-in among non-public health stakeholders; activities and accomplishments towards the priority outcome of Cleaner and Healthier City and associated goals; evaluation and tracking techniques; and direction for the future.
Learning Areas:
Administration, management, leadership
Conduct evaluation related to programs, research, and other areas of practice
Implementation of health education strategies, interventions and programs
Program planning
Public health or related organizational policy, standards, or other guidelines
Public health or related public policy
Learning Objectives:
Describe Baltimore's subcabinet and priority outcome infrastructure
Explain how the subcabinet structure promotes interagency collaboration on public health policy development, implementation and evaluation
Demonstrate how the subcabinet infrastructure will help achieve the Mayor's Priority Outcome, "Cleaner and Healthier City"
Keyword(s): Public Health Policy, Partnerships
Presenting author's disclosure statement:Qualified on the content I am responsible for because: I have been the primary coordinator of the Cleaner and Healthier subcabinet and was instrumental in the project design and development. I have served as a public sector public health practitioner for the past five years, and possess a Masters in Science in Public Health, specifically in Health Policy. Among my specific interests are public health systems and health in all policies approaches to governance, as well as urban health and preparedness.
Any relevant financial relationships? No
I agree to comply with the American Public Health Association Conflict of Interest and Commercial Support Guidelines,
and to disclose to the participants any off-label or experimental uses of a commercial product or service discussed
in my presentation.
