Abstract
Among the many truisms of community-based health care is that communities must be intimately involved in the conceptualization of problems, devising of solutions, and the execution and implementation of programs. While community members across the United States organize and collaborate on a number of levels, this activity is often ad hoc in response to specific and often fleeting concerns about pressing issues, such as environmental hazards, crime, or neighborhood blight. Deep investments in community-based health require something more along the line of permanent, enduring institutions. To be successful, such institutions must possess consistency, formal rules, continuous support, and participation, in addition to a shared mission.
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Notes
- 1.
In this chapter, we use the terms health advisory board, community advisory board, and health committee all to refer to community groups developed in response to local health concerns. Each of these terms is used in the literature, and therefore we use them synonymously in this chapter yet recognize potential theoretical distinctions between the names of these organizations.
- 2.
Based on our experience with HABs in Columbus, Ohio, the preference for indefinite chair appointments is likely a function of the difficulty in recruiting and maintaining HAB leadership.
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Acknowledgments
The authors gratefully acknowledge financial support from the Rural and Underserved Scholars Program at Ohio University’s Heritage College of Osteopathic Medicine, with particular appreciation to Dr. Randy Longenecker, Dr. Sharon Casapulla, and Dawn Mollica, and research support from Dr. Dan Skinner.
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Franz, B., Shaw, C., Ketron, K. (2018). Health Committees as a Community-Based Strategy. In: Arxer, S., Murphy, J. (eds) Dimensions of Community-Based Projects in Health Care. International Perspectives on Social Policy, Administration, and Practice. Springer, Cham. https://doi.org/10.1007/978-3-319-61557-8_4
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