A framework for faith-based maternal and child health promotion in the USA

Wynns, Whitley; Swigonski, Nancy; Turman, Jack E.

doi:10.1007/s10389-023-02135-5

Cited by 1 publication

(1 citation statement)

References 34 publications

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“…There was a consensus that the state health department was a priority, and likewise the leadership at the state health department was interested in growing relationships with the grassroots leaders. Other examples of priorities generated by the grassroots leaders included connecting with organizations that focused on housing [31], the justice system [32], and faith-based organizations [33] to reach women in the community who were at risk of adverse birth outcomes. When MCH decision makers heard the grassroots leaders' stories and realized the powerful connections that the grassroots leaders have with their communities [34], the MCH decision makers began to invite, and continue to invite, grassroots leaders to participate in decision-making committees or panels.…”

Section: Discussionmentioning

confidence: 99%

Supporting the Development of Grassroots Maternal and Childhood Health Leaders through a Public-Health-Informed Training Program

Latham-Mintus,

Ortiz,

Irby

et al. 2024

IJERPH

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The purpose of this research was to assess leadership growth (i.e., changes in personal capacity and social capital) among women living in high-risk infant mortality zip codes who completed a grassroots maternal and childhood health leadership (GMCHL) training program. We used semi-structured qualitative interviews and thematic analysis. Three major themes associated with the training program experience were identified: (1) building personal capacity and becoming community brokers; (2) linking and leveraging through formal organizations; and (3) how individual change becomes community change. Although many of the grassroots leaders were already brokers (i.e., connecting individuals to information/services), they were able to become community brokers by gaining new skills and knowledge about strategies to reduce adverse birth outcomes in their community. In particular, joining and participation in formal organizations aimed at improving community health led to the development of linking or vertical ties (e.g., “people in high places”). The grassroots leaders gained access to people in power, such as policymakers, which enabled leaders to access more resources and opportunities for themselves and their social networks. We outline the building blocks for supporting potential grassroots leaders by enhancing personal capacity and social capital, thus leading to increases in collective efficacy and collective action.

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Section: Discussionmentioning

confidence: 99%