Abstract
For purposes of clarity in discussion, the work described in this article will be centered in Chaves County. The work of Turning Point in this county is organized through the Community Care Network, an organization representing more than 25 agencies and 100 individuals meeting monthly to provide the action framework for community-initiated programs. Through this collaboration, information is shared regarding the focus of agencies, funding for programming is sought through the most appropriate agency, and much of the competitive energy has been channeled into sharing of resources to write the best funding proposal and implement the best program when funding is obtained.
Community-led planning in Southeastern New Mexico has resulted in significant advances in the past 3 years through participation in a Turning Point: Collaborating for a New Century in Public Health local partnership. The Tri-County Community Partnership encompassing Chaves, Curry, and Roosevelt Counties has centered its work during the past 3 years to address the issues of health disparities, health care access, and community-driven planning to develop pro-active solutions. The Turning Point initiative began in Chaves County guided by Dr. Evan Nelson, the former District Health Officer, and Jane Batson, the former Public Health District IV Director. Formation of the initiative was based upon a collaborative framework in Chaves County called the Chaves County Community Care Network. With initial funding received in 1998, the Turning Point initiative took shape quickly as a mission statement was formulated to guide the work of the partnership:
To further develop, integrate, and organize each community's health and medical services system to function as a continuum of care to the residents of each county. The continuum of care would have as its foundation, the following community health values:
* community accountability
* community health focus
* community primary prevention activities
* strengthening of community resource capacity
Using this model as a guide for planning, the leaders gathered partners in Roosevelt and Curry Counties who were motivated to join in an initiative that could guide the future of community health collaboration and direction in the coming years. Formation of the larger collaborative partnership was viewed as an opportunity to begin proactively addressing the huge issues of health disparity found in the region.
For purposes of clarity in discussion, the work described in this article will be centered in Chaves County. The work of Turning Point in this county is organized through the Community Care Network, an organization representing more than 25 agencies and 100 individuals meeting monthly to provide the action framework for community-initiated programs. Through this collaboration, information is shared regarding the focus of agencies, funding for programming is sought through the most appropriate agency, and much of the competitive energy has been channeled into sharing of resources to write the best funding proposal and implement the best program when funding is obtained.