Revisiting Community Health Needs Assessments

Posted Tuesday, December 13, 2011 by .

Posted by Scott Good

I have written about Community Health Needs Assessments (CHNAs) in prior blogs, but a few things that have occurred lately compel me to once again write about this important activity. 

Your predicament

I know, I know ... you're busy, so I'll keep this brief and to the point.  You are a hospital Finance / Community Relations / Marketing leader and your CEO (or other colleague) recently asked you what your plans were to meet this new regulation that requires a community assessment.  Maybe you feel that you have done similar projects or you (or your staff) can figure it out and get it done.  That might be the case, but before you respond to the CEO (or other colleague) who made the CHNA request, consider a couple things ...

  • You will get extra brownie points if you develop a plan that not just engages community leaders in the process but inspires them to help execute the hospital's outreach activities and other health initiatives.
  • The CHNA requirements are actually pretty basic.
  • You will get quick buy-in from senior executives if your plan to conduct the community assessment is revenue-neutral (or, at least, prudently budgeted).

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    The five big buckets of activities in a CHNA include (1) defining the "community" and collecting a metrics-based profile of it, (2) engaging a representative group of community leaders to provide insight regarding community strengths, challenges, and resources, (3) getting insight from consumers, (4) developing a prioritized list of needs based on qualitative and quantitative learning; and, (5) operationalizing the results.

    Operationalizing the results means dovetailing the CHNA with the hospital's strategic plan and/or other marketing or community initiatives.  To do this involves building a broad consensus (inside the hospital and with community leaders) regarding the final, prioritized list of needs.  Coming full circle, to build broad consensus involves a good methodology.  If you have any methodological questions, send me an email; I'd be happy to help out.

    Your response With this in mind, when you respond to the "What are your plans about the CHNA?" question, consider the following: 

  •  Conduct it in-house ONLY IF your team has the methodological experience, objectivity (and perceived objectivity), and the time to conduct it. You may actually save money by using a third party.
  • If you look for help from a third party, use caution with the larger consultants or service providers because you may get a cookie-cutter methodology that may not fully address individual facility nuances. You are likely to get an aesthetically lovely document at the end of the process, but one that may not fully engage the community or be the best value.
  • If you use a small to medium sized third party for assistance, make sure that they have the experience and resources to be great!

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    In summary, CHNAs are a fantastic way to help the hospital to more strategically use resources, engage the community, and improve the area's health and vitality.  If done properly, it can make you look like a superstar!

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