Component One: Creating a Supportive and Integrated Work Environment

Organizations interested in developing or enhancing a community health worker (CHW) program should first consider how to create an environment that supports the work. This component describes several key elements of a supportive environment. While some may feel aspirational, they provide a strong direction for organizations exploring health-related work.
 
The strongest and most sustainable NeighborWorks network CHW programs are supported by:
 

NeighborWorks network organizations in our Community Health Worker (CHW) Learning Lab shared that having organizational board members have helped their organizations build deeper partnerships with health care, support integrating health into the strategic plan of their organizations, provide program feedback, updates on trends affecting communities, make connections, and identify new funding. Board members from health care are from different type of agencies such as health insurers, hospitals, health centers, academia and public health leaders. 

Senior leaders who are committed to developing a health strategic focus area and who have basic knowledge of how their organizational goals and challenges align with those of healthcare organizations. Strong senior staff relationships with local federally qualified health centers (FQHC's), public health departments, hospitals, and behavioral health facilities lay the foundation for an increased understanding of mutual interests and partnership opportunities. 

A dedicated board seat for a healthcare leader from a local hospital, health plan, public health department, FQHC or provider group. Strategically identifying and recruiting healthcare leaders to your Board can be an important mechanism to connect to the "right people" in local healthcare organizations to build CHW and other programming to address the social determinants of health.

A dedicated health director responsible for managing results. Sustainable CHW programs must be accountable for achieving results, such as linking community members to healthcare and social services. Managing health programs requires a high degree of knowledge about non-medical drivers of health disparities (see II.a. above) and the ability to build and manage partnerships across a variety of health and social service organizations.

Integrating the CHW program into the overall network organization programming. There are many opportunities to create "win-wins" by connecting the CHW program to other services in your organization. For example, CHWs can help community members access housing, nutrition, education, or financial assistance programs without having to refer them to outside partners. Likewise, barriers to housing stability and financial security may stem from unmet health needs. Building interdependencies between the health and social service work can improve outcomes in multiple areas and increase your value to potential health partners.  ​
Montgomery Housing Partnership in Silver Spring, Maryland cross-trained their resident engagement specialist as a community health worker. The cross-training resulted in increased enthusiasm about the health work as well as an infusion of fresh ideas that enhanced programming. As a result of this training, Montgomery Housing Partnership plans to establish "office hours" at certain properties where the resident engagement specialist will be on site to assist residents with health-related concerns.
Inclusion of a health focus and commitment to health equity in the strategic plan. As strategic plans are updated, there will be an opportunity to assess CHW programming that can advance workforce development, community impact, and funding diversification goals. Including health programming and going a step further to emphasize an organization's commitment to health equity in the strategic plan will increase the focus and accountability to the community.   

Community Engagement and Communications. Developing a process to disseminate messages, materials, and presentations to the community and how the community will be engaged and provide input is important to the success of the program. This includes metrics, methods, and tools to assess stakeholder involvement and satisfaction.  

Contracting. Having someone dedicated to managing and executing contract documents and reports is critical. Managing contracts can be time-consuming and take significant time away from a CHW's work. 

Community Health Workers: A Promising Program Model to Advance Health & Well-Being in Affordable Housing and Community Development


Community health worker toolkit: Component 1 - Creative a supportive and integrated work enviornment Community health worker toolkit: Component 2 - Resident engagement and health equity  Community health worker toolkit: Component 3 - Understanding state and local policy and the health partner landscape Community health worker toolkit: Component 4 - Identifying potential partners and a partnership collaboration continuum  Community health worker toolkit: Component 5 - Data collection, management and security Community health worker toolkit: Component 6 - Recruiting, hiring and training Community health worker toolkit: Component 7 - Coaching and performance management Community health worker toolkit: Component 8 - Funding and sustainability