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Best Practices that show evidence of effectiveness in improving public health outcomes when implemented in multiple real-life settings, as indicated by achievement of aims consistent with the objectives of the activities.
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Case Study
This case study describes how the Virginia Equity Leadership Task Force (ELT) uses data to drive allocation of resources. ELT used a data-driven approach to learn where they should allocate resources to make a maximum impact, with a specific focus on marginalized and underserved populations who are at greatest risk of severe disease from COVID-19. They profiled neighborhoods by equity factors including income, race and ethnicity, comorbidities, crowded housing, and preferred language, and then distributed personal protective equipment with priority given to more vulnerable populations. They used similar analyses of social determinants of health; up-to-date COVID-19 vaccination status; and data on cases, hospitalizations, and deaths to determine where to place vaccine centers and hold mass vaccination events.
Novel Practices that show potential to achieve desirable public health outcomes in a specific real-life setting and are in the process of generating evidence of effectiveness or may not yet be tested.
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White Paper/Brief
This brief outlines The Public Health Alliance of Southern California’s priority areas for elevating public health & equity in the COVID-19 response. This includes outlining what is needed in infrastructure, health and safety, economic security, food security, housing stability, and data.
Promising Practices that show evidence of effectiveness in improving public health outcomes in a specific real-life setting, as indicated by achievement of aims consistent with the objectives of the activities, and are suitable for adaptation by other communities.
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Summary Report/Recommendations
This brief outlines case studies, resources, and recommendations that counties and cities can take to explicitly and intentionally embed equity staff and practices into their emergency operations structures within the public health emergency response and recovery process. To implement this strategy, health departments should build robust community partnerships before a crisis occurs. They should collaborate with community based organizations, non-profits, and leaders to ensure that interventions are responsive to community needs. Before an emergency, health departments should create a coalition of community partners, and establish a Community Organization Active in Disaster group and agree upon decision-making structures, values, and resources. Health departments should compensate partners for their time. Finally, they should provide opportunity for feedback by creating a Community Advisory Group.