Slide Set G: Program Integration: The New York Experience

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Slide 1
Integration of HIV/AIDS, STD, TB and Viral Hepatitis New York State's Experience
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Slide 2
Why Integration?
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NYS DOH Org Chart with the Center for Community Health, AIDS Institute, Wadsworth Center for Laboratories and Research, and Office of Science and Public Health circled.
Slide 3
NYS DOH Org Chart
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NYS Organizational Matrix For HIV/STD/TB/Hepatitis AIDS Institute - HIV Health Care - HIV Prevention - Medical Director Public Health Laboratory Center for Community Health - Epidemiology - HIV/AIDS Epi - STD Control - Com Dis Control Immunization Prg - Family Health B of Women’s Health
Slide 4
NYS Organizational Matrix
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Slide 5
Important Related Offices for Integration
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Slide 6
Evolution of Program Integration, New York State
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Slide 7
Multiple Approaches to Program Integration
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Avoid Over-Reorganization '...every time we were beginning to form up into teams we would be reorganized...I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization.' -Petronius Arbiter, 210 B.C.
Slide 8
Avoid Over-Reorganization
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NYS Approach to Integration Active involvement of providers, consumers; Leverage multiple funding streams; existing programs; Mobilization of other state agencies, systems; Open lines of communication; - Joint development of messages and materials; - Collaboration on funding proposals; - Link prevention and care. Utilize cross functional teams frequently
Slide 9
NYS Approach to Integration
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Slide 10
Integration Example: Hepatitis
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Hepatitis Integration 2006 Table: Collaborative Hepatitis/Hepatitis Integration Program Initiatives of the New York State Department of Health: 2006 Highlights
Slide 11
Hepatitis Integration 2006
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Slide 12
Hepatitis Integration Successes
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Slide 13
Targeting High-Risk Adults for Hepatitis A and B
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Hepatitis Integration Status Collaborative approach is successful in the absence of dedicated funds Takes advantage of expertise and populations served by various existing units Structural changes (move Hep C coordinator to AIDS Institute) included Remain open to reorganization in the future as resources become available.
Slide 14
Hepatitis Integration Status
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Impediments to Integration Different philosophies; Organizational separation; Limitations of categorical grants; Competition for financial resources; History of poor relationships; Personality conflicts.
Slide 15
Impediments to Integration
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Facilitators of Integration Communication Leadership; Realization of shared goals; Plan from perspective of the “customer”: patients, clients, providers; Identify needed components and build on the different strengths of programs; Realize economies of collaboration; Organizational connections.
Slide 16
Facilitators of Integration
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CDC’s Role Recognize the need for flexibility to meet local needs; Recognize and promote “Models that work”/“Best Practices”; Foster interaction among Project Officers in different program areas; Consider cross-training, joint site visits; Convene joint national conferences or overlap at same locale;
Slide 17
CDC's Role
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CDC’s Role Coordinate with other federal agencies, e.g. substance use; Build in integrative goals into cooperative agreements; Give data standards and provide flexibility for providing equivalent data; Be consistent in definitions/data elements (age, race, etc.); Request adequate and stable resources.
Slide 18
CDC's Role
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Summary Integration must be a broad, organizing principle, even beyond these 4 programs; Although structural integration may be desirable, collaborative integration must also be practiced. Integration must be an organizational priority backed by leadership; Integration can’t overcome inadequate funding.
Slide 19
Summary
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