State Category: Colorado
Half of States Scored 5 or Lower Out of 10 Indicators in Report on Health Emergency Preparedness
Report Finds Funding to Support Base Level of Preparedness Cut More than Half Since 2002
Washington, D.C., December 19, 2017 – In Ready or Not? Protecting the Public’s Health from Diseases, Disasters and Bioterrorism, 25 states scored a 5 or lower on 10 key indicators of public health preparedness. Alaska scored lowest at 2 out of 10, and Massachusetts and Rhode Island scored the highest at 9 out of 10.
The report, issued today by the Trust for America’s Health (TFAH), found the country does not invest enough to maintain strong, basic core capabilities for health security readiness and, instead, is in a continued state of inefficiently reacting with federal emergency supplemental funding packages each time a disaster strikes.
According to Ready or Not?, federal funding to support the base level of preparedness has been cut by more than half since 2002, which has eroded advancements and reduced the country’s capabilities.
“While we’ve seen great public health preparedness advances, often at the state and community level, progress is continually stilted, halted and uneven,” said John Auerbach, president and CEO of TFAH. “As a nation, we—year after year—fail to fully support public health and preparedness. If we don’t improve our baseline funding and capabilities, we’ll continue to be caught completely off-guard when hurricanes, wildfires and infectious disease outbreaks hit.”
Ready or Not? features six expert commentaries from public health officials who share perspectives on and experiences from the historic hurricanes, wildfires and other events of 2017, including from California, Florida, Louisiana and Texas.
The report also examines the nation’s ability to respond to public health emergencies, tracks progress and vulnerabilities, and includes a review of state and federal public health preparedness policies. Some key findings include:
- Just 19 states and Washington, D.C. increased or maintained funding for public health from Fiscal Year (FY) 2015-2016 to FY 2016-2017.
- The primary source for state and local preparedness for health emergencies has been cut by about one-third (from $940 million in FY 2002 to $667 million in FY 2017) and hospital emergency preparedness funds have been cut in half ($514 million in FY 2003 to $254 million in FY 2017).
- In 20 states and Washington, D.C. 70 percent or more of hospitals reported meeting Antibiotic Stewardship Program core elements in 2016.
- Just 20 states vaccinated at least half of their population (ages 6 months and older) for the seasonal flu from Fall 2016 to Spring 2017—and no state was above 56 percent.
- 47 state labs and Washington, D.C. provided biosafety training and/or provided information about biosafety training courses (July 1, 2016 to June 30, 2017).
The Ready or Not? report provides a series of recommendations that address many of the major gaps in emergency health preparedness, including:
- Communities should maintain a key set of foundational capabilities and focus on performance outcomes in exchange for increased flexibility and reduced bureaucracy.
- Ensuring stable, sufficient health emergency preparedness funding to maintain a standing set of core capabilities so they are ready when needed. In addition, a complementary Public Health Emergency Fund is needed to provide immediate surge funding for specific action for major emerging threats.
- Strengthening and maintaining consistent support for global health security as an effective strategy for preventing and controlling health crises. Germs know no borders.
- Innovating and modernizing infrastructure needs – including a more focused investment strategy to support science and technology upgrades that leverage recent breakthroughs and hold the promise of transforming the nation’s ability to promptly detect and contain disease outbreaks and respond to other health emergencies.
- Recruiting and training a next generation public health workforce with expert scientific abilities to harness and use technological advances along with critical thinking and management skills to serve as Chief Health Strategist for a community.
- Reconsidering health system preparedness for new threats and mass outbreaks. Develop stronger coalitions and partnerships among providers, hospitals and healthcare facilities, insurance providers, pharmaceutical and health equipment businesses, emergency management and public health agencies.
- Preventing the negative health consequences of climate change and weather-related threats. It is essential to build the capacity to anticipate, plan for and respond to climate-related events.
- Prioritizing efforts to address one of the most serious threats to human health by expanding efforts to stop superbugs and antibiotic resistance.
- Improving rates of vaccinations for children and adults – which are one of the most effective public health tools against many infectious diseases.
- Supporting a culture of resilience so all communities are better prepared to cope with and recover from emergencies, particularly focusing on those who are most vulnerable. Sometimes the aftermath of an emergency situation may be more harmful than the initial event. This must also include support for local organizations and small businesses to prepare for and to respond to emergencies.
The report was supported by a grant from the Robert Wood Johnson Foundation (RWJF).
Score Summary:
A full list of all of the indicators and scores and the full report are available on TFAH’s website. For the state-by-state scoring, states received one point for achieving an indicator or zero points if they did not achieve the indicator. Zero is the lowest possible overall score, 10 is the highest. The data for the indicators are from publicly available sources or were provided from public officials.
9 out of 10: Massachusetts and Rhode Island
8 out of 10: Delaware, North Carolina and Virginia
7 out of 10: Arizona, Colorado, Connecticut, Hawaii, Minnesota, New York, Oregon and Washington
6 out of 10: California, District of Columbia, Florida, Illinois, Maryland, Nebraska, New Jersey, North Dakota, South Carolina, South Dakota, Utah, Vermont and West Virginia
5 out of 10: Georgia, Idaho, Maine, Mississippi, Montana and Tennessee
4 out of 10: Alabama, Arkansas, Iowa, Louisiana, Missouri, New Hampshire, Oklahoma and Pennsylvania
3 out of 10: Indiana, Kansas, Kentucky, Michigan, Nevada, New Mexico, Ohio, Texas, Wisconsin and Wyoming
2 out of 10: Alaska
Trust for America’s Health is a non-profit, non-partisan organization dedicated to saving lives by protecting the health of every community and working to make disease prevention a national priority.
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Colorado’s Work to Prevent Substance Misuse and Suicides
Substance Misuse Prevention
In 2012, when the full scope of the opioid epidemic begun to become apparent, Colorado officials looked to the Colorado Department of Public Health and Environment (CDPHE) to make sense of the issue.
CDPHE synthesized, streamlined and provided important data to understand the problem and convened the important stakeholders and government divisions—across many disciplines.
Initially, CDPHE operated as an integrator by identifying best practice strategies, generating surveillance reports, and facilitating a series of roundtables focused on different aspects of the issue, from prescribing to dispensing to public awareness to treatment. State agencies used the information from these important convenings to create the Colorado Plan to Reduce Prescription Drug Abuse.
To better monitor progress, state-level leadership created the Colorado Consortium for Prescription Drug Abuse Prevention (Consortium), which provides a statewide, interuniversity/interagency framework designed to facilitate collaboration and serves as the strategic lead for implementing the Plan with active participation from the Governor’s Office and various state agencies.
The Consortium is comprised of nine work groups: Data and Research, the Prescription Drug Monitoring Program (PDMP), Provider Education, Public Awareness, Treatment, Safe Disposal, Naloxone, Heroin Response, and Friends and Affected Family Members. Each work group is co-chaired by a state agency and a university representative. As a whole, the Consortium comprises over 300 local, state and federal members. The Consortium’s structure helps facilitate collaboration between state agencies and university partners, making it possible to easily apply for, receive and leverage funding.
For their part, CDPHE focuses a significant amount of attention on primary prevention, specifically prescriber education and making the state’s PDMP easier to use and better integrated into practice. In Colorado, the PDMP is located in the Department of Regulatory Agencies, which handles professional licensing. During the 2014 legislative session, Colorado legislators passed a bill that aligned Colorado’s PDMP with best practice strategies including allowing: delegated access, unsolicited reports, mandated enrollment, and access by out-of-state pharmacists. This legislation also gave CDPHE access to PDMP data as a public health surveillance tool.
With the data in hand and important partners via the Consortium, CDPHE is using funds from the Centers for Disease Control and Prevention to implement and evaluate several pilot projects aimed at improving use of and access to the PDMP, including: integrating the PDMP with the state’s two health information exchanges; connecting electronic health records and the PDMP at eight outpatient clinics; and linking the PDMP to a software application that will allow improved access to the PDMP and better assess provider adherence to prescribing guidelines.
In addition to work on the PDMP, the Consortium encouraged multiple sectors to advocate for the purchase of naloxone—which the Attorney General decided to fund as a pilot in the 16 counties with the highest overdose rates. In conjunction, another member of the Consortium developed an app to track reversals from using naloxone. CDPHE is conducting an evaluation of the project. But, after just 2 months of data collection, there were nearly 150 reported overdose reversals. As the data continues to be collected, the results should make the case that there is a positive return on investment and that law enforcement is willing to use it.
Suicide Prevention
In July 2012, the Office of Suicide Prevention at CDPHE, Cactus Marketing Communications and the Carson J Spencer Foundation partnered to launch www.ManTherapy.org. The website aims to reach working-age men, who account for the highest number of suicide deaths in Colorado annually.
The three goals of Man Therapy are: 1) to change the way men think and talk about suicide and mental health; 2) to provide men (and their loved ones) with tools to empower them to take control of their overall wellness; and, 3) long-term, to reduce the number and rate of suicide deaths among men. Man Therapy removes traditional mental health language from the conversation and uses humor to help men feel welcome and at ease while visiting the site. The website provides information on depression and suicide, substance use, anger and anxiety, and includes statewide resources specific to finding support and services related to each issue.
In 2015, the Office of Suicide Prevention and the Commission identified Zero Suicide as a priority to better align, integrate and emphasize suicide prevention in Colorado’s health systems. In 2016, Colorado became the first state to pass legislation encouraging healthcare organizations and systems to adopt the Zero Suicide framework, which works to train primary healthcare staff to provide better treatment to individuals who might be contemplating suicide.
Additionally, the Office of Suicide Prevention partnered with Children’s Hospital Colorado, the Colorado School of Public Health, and the Harvard Injury Control Research Center to develop the Emergency Department Counseling on Access to Lethal Means (ED-CALM), which teaches emergency department providers how to educate parents/guardians of suicidal youth about the techniques and importance of restricting access to lethal means in the home.
Going Upstream
CDPHE has a number of efforts dedicated to upstream approaches to preventing youth substance misuse, violence and suicide. For example, CDPHE is currently funding 48 Colorado communities to implement Communities That Care, an evidence-based public health framework that encourages communities to take part in looking at their data, identify evidence-based strategies to address community problems, and implement those strategies to address those issues. The experience uncovered the connections between substance misuse and suicide rates and shown that efforts to prevent substance use work well on preventing suicides and violence.
To help youth even more, CDPHE implemented the Sources of Strength program, a school-based youth initiative focused on redefining school level social norms that has been shown to build positive feelings of connectedness between youth and their peers and communities.
In the program, youth advisors are carefully handpicked from different segments from the school to create leaders from all the peer groups. Those leaders are then educated on suicide prevention basics and are tasked with coming up with positive campaigns that are upbeat and engaging. Because they are peers, the activities are better positioned to get a wider population involved in activities—and research shows that kids involved in activities who are connected to their community are much less likely to commit suicide.
In addition to preventing suicides, building these protective factors extends to preventing sexual violence prevention, bullying and other dangerous and/or risky behaviors. Through the pilot programs, Colorado has begun to see reductions in sexual violence and bullying. CDPHE is currently partnering with researchers at the University of Florida and the University of Rochester to do a rigorous evaluation of Sources of Strength at 24 Colorado high schools to measure the impact the program has on preventing the perpetration of sexual violence, bullying and suicide.
Total Health at Kaiser Permanente
Total Health is a state of complete physical, mental, and social well-being. In 2013, Kaiser Permanente launched Total Health to help Kaiser Permanent members and workforce, their families, and communities achieve this vision of health. By focusing on chronic conditions driven by modifiable social and environmental determinants of health, Kaiser Permanente Total Health works to benefit communities through a variety of programs including: Thriving Schools initiative (300 schools participate) which aims to create a culture of wellness in schools including healthy meals; Every Body Walk! which raises awareness about the benefits of walking; and an incentive plan for the Kaiser Permanente workforce to improve health metrics. Partners include safety-net providers, fresh food providers, theatres, and grassroots organizations, in addition to schools and school-related organizations. Kaiser Permanente funds $2 billion that is needed annually for this population health work and supplemental funding is provided by partner organizations. To read more about this innovative program, see this brief summary [link].
Improving the Health of Communities by Increasing Access to Affordable, Locally Grown Foods
BY MICHEL NISCHAN, CEO and Founder, Wholesome Wave
When my son was diagnosed with type 1 diabetes, I became painfully aware of the direct connection between food and health. As a chef, this realization caused me to transform the way I fed my family and customers. Fresh, nutrient-dense, locally grown foods became the foundation for the type of diet that would give my son and restaurant guests the best long-term health.
Quickly, though, I recognized that not every family can afford to purchase healthy foods. As a result, I founded Wholesome Wave in 2007.
Wholesome Wave is a 501(c)(3) nonprofit dedicated to making healthy, locally and regionally grown food affordable to everyone, regardless of income. We work collaboratively with underserved communities, nonprofits, farmers, farmers’ markets, healthcare providers, and government entities to form networks that improve health, increase fruit and vegetable consumption and generate revenue for small and mid-sized farms.
Double Value Coupon Program
In 2008, we launched the Double Value Coupon Program (DVCP), a network of more than 50 nutrition incentive programs operated at 305 farmers markets in 24 states and DC. The program provides customers with a monetary incentive when they spend their federal nutrition benefits at participating farmers markets. The incentive matches the amount spent and can be used to purchase healthy, fresh, locally grown fruits and vegetables.
Farmers and farmers’ markets benefit from this approach, and have been key allies as we work towards federal and local policy change. In 2013, federal nutrition benefits and DVCP incentives accounted for $2.45 million in sales at farmers’ markets.
Communities also see an increase in economic activity. The $2.45 million spent at local farmers’ markets creates a significant ripple effect. In addition to the dollars spent at markets, almost one-third of DVCP consumers said they planned to spend an average of nearly $30 at nearby businesses on market day, resulting in more than $1 million spent at local businesses. We also see that the demographics of market participants are more diverse – our approach breaks down social barriers and allows consumers who receive federal benefits to be seen as critical participants in local economies.
Equally as important, people are eating healthier. Our 2011 Diet and Behavior Shopping Study indicated 90 percent of DVCP consumers increased or greatly increased their consumption of fresh fruit and vegetables – a behavior change that continues well after market season ends.
Today, the program reaches more than 35,800 participants and their families and impacts more than 3,500 farmers. Combined with the new Food Insecurity Nutrition Incentives Program in the latest Farm Bill, this approach is now being scaled up with $100 million allocated for nutrition incentives over five years.
Fruit and Vegetable Prescription Program
We developed the Fruit and Vegetable Prescription Program (FVRx) to measure health outcomes linked to fruit and vegetable consumption. The four to six month program is designed to provide assistance to overweight and obese children who are affected by diet-related diseases such as type 2 diabetes. In 2013, the program impacted 1,288 children and adults in 5 states and DC. Nearly two-thirds of the participants are enrolled in SNAP and roughly a quarter receive WIC benefits.
The model works within the normal doctor-patient relationship. During the visit, the doctor writes a prescription for produce that the patient’s family can redeem at participating farmers’ markets. The prescription includes at least one serving of produce per day for each patient and each family member – i.e., a family of four would receive $28 per week to spend on produce. In addition to the prescription, there are follow-up monthly meetings with the practitioner and a nutritionist to provide guidance and support for healthy eating, and to measure fruit and vegetable consumption. Other medical follow-ups are performed, including tracking body mass index (BMI).
FVRx improves the health of participants. Forty-two percent of child participants saw a decrease in their BMI and 55 percent of participants increased their fruit and vegetable consumption by an average of two cups. In addition, families reported a significant increase in household food security.
Each dollar invested in the program provides healthier foods for participants, boosts income for small and mid-sized farms and supports the overall health of the community. As with the DVCP, there are benefits for producers and communities. In 2012 alone, FVRx brought in $120,000 in additional revenue for the 26 participating markets.
In less than seven years, Wholesome Wave has extended its reach to 25 states and DC and is working with more than 60 community-based organizations, community healthcare centers in six states, two hospital systems, and many others. Our work proves that increasing access to affordable healthy food is a powerful social equalizer, health improver, economic driver and community builder.
Wholesome Wave is working to change the world we eat in. As the number of on-the-ground partners increases, we get closer to a more equitable food system for everyone. This means healthier citizens and communities, and a more vibrant economy nationwide.