communities, fill in service gaps, promote population health, and be consistent with the Commission’s purpose. Work plan Applicants should describe their goals and objectives and the measures they intend to use to assess the process and the outcomes of the project. They should provide details of the processes by which they will 1) identify and select qualified individuals for training and/or recruiting; 2) enlist community partners to facilitate recruitment of potential trainees who live in the disadvantaged communities; 2) decide on the type of training to provide to selected individuals who will be employed in health-related positions, i.e. Social Worker, Community Organizer, Community Healthcare Worker, Peer Recovery Support Specialist, Case Manager, Patient Care and Transport Facilitator; 3) use competency-based curriculum to train the workforce to become culturally and linguistically competent in providing health education, care coordination, screening counseling and bolstering population health; 4) select the setting where trained workers can deliver the intended services to patients and other community members, and contribute to promoting the health of the Maryland population; 5) retain the trainees in positions that meet existing gaps in service; and 6) select replacements from disadvantaged communities, should the hospital decide to train some of their current employees to work in the community Evaluation plan Applicants should describe how the program-specific measures will be used to evaluate the impact of the project on 1) the workers who completed the training and are employed under the program; 2) the community from which the workers were recruited; 3) Maryland population intended and actually served by these workers; and 4) hospital return on investment and potential for non-hospital total cost of care savings. Applicants should collect data to assess the process, and the metrics to evaluate the impact and the outcomes of their projects (see Table 1 below). They should track 1) potential barriers they encountered and how they overcame them; 2) the adjustment they made during the course of the implementation; and 3) the factors that facilitated the success of their projects. The hospitals should be able to estimate the impact this initiative will have on
communities, fill in service gaps, promote population health, and be consistent with the Commission’s purpose. Work plan Applicants should describe their goals and objectives and the measures they intend to use to assess the process and the outcomes of the project. They should provide details of the processes by which they will 1) identify and select qualified individuals for training and/or recruiting; 2) enlist community partners to facilitate recruitment of potential trainees who live in the disadvantaged communities; 2) decide on the type of training to provide to selected individuals who will be employed in health-related positions, i.e. Social Worker, Community Organizer, Community Healthcare Worker, Peer Recovery Support Specialist, Case Manager, Patient Care and Transport Facilitator; 3) use competency-based curriculum to train the workforce to become culturally and linguistically competent in providing health education, care coordination, screening counseling and bolstering population health; 4) select the setting where trained workers can deliver the intended services to patients and other community members, and contribute to promoting the health of the Maryland population; 5) retain the trainees in positions that meet existing gaps in service; and 6) select replacements from disadvantaged communities, should the hospital decide to train some of their current employees to work in the community Evaluation plan Applicants should describe how the program-specific measures will be used to evaluate the impact of the project on 1) the workers who completed the training and are employed under the program; 2) the community from which the workers were recruited; 3) Maryland population intended and actually served by these workers; and 4) hospital return on investment and potential for non-hospital total cost of care savings. Applicants should collect data to assess the process, and the metrics to evaluate the impact and the outcomes of their projects (see Table 1 below). They should track 1) potential barriers they encountered and how they overcame them; 2) the adjustment they made during the course of the implementation; and 3) the factors that facilitated the success of their projects. The hospitals should be able to estimate the impact this initiative will have on
PWSDA-RFA-FINAL.docx