Martha Monroy, EdD’s Post

Having worked in medicine and public health for more than 30 years, including as a pediatrician in community clinics, I’ve learned a simple truth: lifting barriers to health and wellbeing for families must be a priority in this country. To fix the nation’s many broken systems – especially healthcare systems – we must work together to lift barriers such as structural racism through advocacy for patients like Lauren Smith shared, when she stepped in to help a patient to get the care she needed after surgery. This story likely resonates with many healthcare workers who recognize their power to remove barriers to health for their patients. Individual efforts like these can have meaningful effects on patient outcomes, but only collective action through sustained commitment to a future where health is a right for all will lead to the transformation we seek. That requires supporting initiatives and partnerships that reimagine how healthcare systems can better serve everyone.

The Robert Wood Johnson Foundation's article highlights a critical need for reimagining systems to promote equity and inclusivity in health and well-being. At the Center for Adaptive Stress, we deeply resonate with this vision and strive to contribute through our Evolutionary Stress Framework (ESF) and Biopsychosocial-Nutritional (BPSN) model. These frameworks recognize stress as a dynamic, adaptive force, shaping individual and societal health. Key points from the article that align with our approach include: 1. A Systems Perspective for Equity: The article’s call for systems that address structural inequities mirrors our emphasis on stress as a mediator of health. By understanding stress as a product of systemic interactions—biological, psychological, social, and nutritional—we advocate for adaptive strategies that serve diverse populations. 2. Reframing Health and Resilience: Much like the article urges systems to support well-being rather than perpetuate disparities, we focus on shifting from pathology-based frameworks to ones centered on cooperation, neurodiversity, and energy dynamics. 3. Building Capacity for Diversity: The RWJF article stresses the importance of systems that serve everyone. We echo this by emphasizing neurodiversity as a cornerstone of human adaptation, arguing for personalized approaches that respect diverse stress responses and resource needs. As we share this vital perspective, we invite our community to reflect: What changes can we advocate for in healthcare, education, and workplace systems to better serve all individuals? How can we ensure that systemic stressors, from inequity to inaccessibility, are mitigated for long-term health resilience? What lessons can we draw from RWJF's systemic equity model to enhance the application of stress science in real-world systems? Join the discussion and help us envision systems where adaptive stress and diversity are not just accommodated but celebrated as drivers of innovation and resilience. #Neurodiversity #ESF

Related to my post on a socio-ecological model of resiliency yesterday, I want to add that socio-ecological perspective! We need to build a better system to support family caregivers. See this excellent paper, Recommendations to Improve Health Outcomes Through Recognizing and Supporting Caregivers from Lauren S. Penney, Stuti Dang, Ranak Trivedi, Polly Noël, Jacqueline Pugh, Megan Shepherd-Banigan, Mary Jo Pugh PhD, FAAN, FANA, FAES, Rand Rupper, Erin Finley, Julie Parish‑Johnson, Roxana Delgado, Ph.D., Kimberly Peacock, Andrea Kalvesmaki, Courtney Van Houtven (she/her). They have 4 recommendations: 1. Implement system-level changes to formally recognize caregivers, integrate them into care plans, and document their role in health records. 2. Health systems must forge strong partnerships with community organizations that support caregivers. 3. Embed 'caregiving' into providers' education curricula to foster a mindset where caregivers are seen as key partners on the care team. 4. Expand supportive policies for caregivers as a key strategy to boost health outcomes for both caregivers and care recipients. https://bit.ly/3NWSupn

Last Thursday, the DHSV Board along with some members of the exec and senior leadership teams visited the dental clinics at Ozanam House and the Victorian Aboriginal Health Service (VAHS).   Ozanam House provides flexible accommodation as well as health and wellbeing services for people experiencing homelessness. VAHS was established in 1973 to address the specific medical needs of Victorian Aboriginal communities.   We talk a lot about the importance of creating welcoming, safe and culturally affirming spaces in healthcare. It was clear from the minute we entered these buildings that they are far more than service providers, they are communities. Nothing was too much trouble for the staff. There was no wrong door or silly question. Everyone greeted you and smiled. And every person who walked through the doors needing care, information or support was accepted and welcomed for who they are without judgement or bias.     I’ve visited a lot of health services during my 40-year career and too often I’ve witnessed the huge divide between staff and patients. When we act as gatekeepers, we create unnecessary barriers to care, particularly for vulnerable and marginalised populations. If we are serious about providing person-centred care to improve health outcomes, it’s vital that our people match the environment we are striving to create.   Ozanam House and VAHS are perfect examples of what can happen when we promote a culture of open access and compassionate support, where services are wrapped around the specific needs of people and communities. They demonstrate the profound impact that tailored, accessible, and compassionate healthcare can have in transforming lives and fostering healthier communities.

“CalAIM is changing a decades old approach to what health care means by addressing health-related social needs.” — Michelle Baass, Director, California Department of Health Care Services at the California Association of Health Plans annual conference. CalAIM provides enhanced care management and community supports to address social needs. Enhanced Care Management: • is a statewide MediCal Managed Care Plan benefit to support elevated comprehensive care management for members who have the most complex cases • assigns members with complex needs a Care Manager to help them navigate their care and services across the physical, behavioral, and dental health delivery systems. We’re working with California Health Policy Strategies (CalHPS) to support a CalAIM Statewide Dementia Care Learning Collaborative to support community-based organizations that are serving older dual eligibles and persons with dementia at high risk of institutionalization to offer enhanced care management. Learn more: https://lnkd.in/e-KDa8pW.

🌟 Exciting news! I had the incredible opportunity to be interviewed by the New York Times! 🎤 Grateful for their commitment to highlighting the importance of advanced care planning and meaningful goals of care conversations. Let's empower ourselves and our loved ones to make informed choices! 💬❤️ Check out the article here: [New York Times Article](https://lnkd.in/eGNRr6Vp) #AdvancedCarePlanning #GoalsOfCare

It's no secret that we're a fan of Hafeezah Muhammad and Backpack Healthcare! Hafeezah is building a care delivery model for children based on: 💫 Inclusive Care: Providing care that resonates with the diverse backgrounds and experiences of our clients. 💫 Accessible Care: Addressing how funding and investment funding policies impact pediatric health care. 💫 Cultural Intentionality: Cultivating a care model with a multicultural framework. 💫 Quality Care: Delivering personalized clinical services from trained and certified professionals. Read more on how Hafeezah and Backpack are rewriting the story of children's mental health: https://lnkd.in/ghcTs4vJ

Ageism is common in healthcare – but it doesn't have to be. Hats off to @NPR for shining a light on the problem, revealing that ageism is often the result of healthcare professionals who lack a general understanding of the unique healthcare needs of older adults. According to studies, it can lead to overtreatment or undertreatment of certain conditions. And, it’s taking a real toll on patients – shortening life spans by up to 7.5 years – not to mention costing the healthcare system an astonishing $63 billion a year. That’s why Patina is different. Our clinicians are trained to look at the full picture – all of the physical, mental health, and social care needs of our patients that change over time. We believe that patients should take ownership of their own health. That includes feeling empowered to ask questions when needed and advocating for themselves in a healthcare setting. https://n.pr/3wFfhzB

It has been about a dozen years since The SCAN Foundation started investing in building the business acumen of CBOs. The percentage of CBOs who report contracting with a health care partner has increased significantly 47 percent in 2023. Seeking to better understand how the shift to health care contracting has impacted the operations of AAAs, community care hubs and other CBOs, @USAging’s Aging and Disability Business Institute partnered with the Scripps Gerontology Center at Miami University on a qualitative study. Explore their findings and discover lessons learned in contracting and understanding organizational change: https://bit.ly/4al7l66. 

We want all mothers and infants to experience the best healthcare and health outcomes, especially those in at-risk populations. So as part of our ongoing commitment to advancing health equity across the country, Humana funded 3 Kentucky-based community organizations that are dedicated to improving outcomes for Black and African American moms and babies in Louisville, KY. They are: • Melanated Healthcare • Granny's Birth Initiative • Healthy Babies Louisville “The evidence around infant and maternal health disparities for people of color is compelling and overwhelming. That is why we are prioritizing key partnerships that help address these critical healthcare needs.”— J. Nwando Olayiwola, MD, MPH, Chief Health Equity Officer and Senior Vice President for Humana. Read more about our commitment to health equity initiatives by visiting: https://huma.na/3Q2YhK6.