Case 10 : Changing the Service Delivery Model: How to Make it Happen?

The case follows Ruksana Kadam, the 2SLGBTQ+ Programs and Community Engagement Manager at the HIV/AIDS Caring Communities (HACC). She has been tasked with developing and implementing a new service delivery model to be adopted at the HACC. The board and executive director are seeking change in order to improve services and care for its diverse clients. The new service delivery model would involve dissolving the current teams, which focused on priority populations such as people who have HIV/AIDS, 2SLGBTQ+ individuals, those who need harm reduction services, and African, Caribbean, and Black communities. The plan would involve creating two new teams – a health promotion team and a community engagement team. Where can Ruksana turn to learn more about organizational change? Have any similar agencies faced such a large change and how did they accomplish it? Are there known pitfalls that she should avoid? The goal of the case note is to allow students to understand the perspectives of stakeholders such as community members, funding organizations, and partnering organizations in a region with a very diverse population. The students will also be given an opportunity during class to formulate the exploratory stage of implementation

Case 10 : Babies and Budgets: Balancing Costs and Consequences in Postpartum Screening

Dr. Philip Singe, the Medical Officer of Health at the King Public Health Unit, is in a meeting with Praveen Gill, manager of the Healthy Babies, Healthy Children (HBHC) program, and Vanessa Thomas, the director of the Family Health portfolio. The group is discussing options for delivering postpartum screening services under the provincially funded HBHC program. While program costs have increased steadily, funding from the provincial Ministry responsible for oversight of HBHC has been stagnant. The group must decide whether or not to cut costs by reducing the number of staff responsible for screening. Faced with the challenge of maintaining the effectiveness of screening services, the group weighs each option. Using expert opinion and historical information, the team must forecast costs and consequences to compare options systematically. The case includes worksheets for budgeting and cost-consequence analysis. Instructors can obtain a copy of the answer key from the MPH Program Office

CASE 4: Journeying Together—Unlearning is the New Learning

Immigration plays an integral part in the development of multiculturalism within Canada, with the majority of immigrants representing visible minority communities. Research shows Canada’s newest settlers are more likely to experience health disparities and inequalities compared to non-indigenous and Canadian-born residents. Research further indicates that the access and quality of health services is commonly compromised when health care and/or service providers do not respond appropriately to language and cultural factors impacting newcomer health. Communities vary in culture, traditions, and language, however, are often grouped together. One approach will not fit all with the cultural and ethnic differences within these communities. Ellie is faced with the challenging task to develop a project curriculum that promotes newcomers’ sense of belonging to the community. This teaching case highlights the importance of intersectionality, addresses stigma, and discusses the need for providers to apply antioppressive and antiracist practices when working with diverse communities. The case introduces strategies that can be employed as living processes by which newcomers may contribute as active stakeholders to the overall culture of learning and community well-being

Case 12 : Health Operations in Emergencies (HOPE)

Dr. Harry Leonardo is the Manager of the Emergency Operations Center (EOC) at the Pan American Health Organization (PAHO) in Washington D.C. The EOC coordinates emergency relief efforts during disaster response in the PAHO region. Dr. Leonardo has developed an information-sharing platform, Health Operations in Emergencies (HOPE), to facilitate communication, enhance situational awareness, and promote collaboration amongst the stakeholders involved in disaster response. Professionals within the EOC and PAHO have reservations about HOPE. The platform has great potential, but it is unclear to what extent the relevant stakeholders have been involved in its development. Dr. Leonardo must make the best use of his resources to implement HOPE. He must formulate a strategy for testing and implementing the information-sharing platform within the organization and for introducing HOPE to all relevant stakeholders in the emergency response environment