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How do I create a 1-2-pages that addresses the following areas?
- Refine the Problem Statement. Refine your problem statement of inclusion for individuals with developmental disabilities.
- Develop a Team Strategy. Normally, after you have identified a project team, you would meet with the team and collaborate on the items listed below. In this case, since you are only planning the community needs assessment, you will address these items yourself rather than with a team.
Describe the top five strategies that you would prioritize to address the problem and prevent its recurrence. Explain your reasoning for prioritizing the strategies, including how the time and resources it would take to implement each influenced your decision making.
If you were to conduct this assessment, what is your estimation of the amount of time it would take to carry it out and why?
Describe the proposed decision-making protocol (e.g., majority vote, priority- based decision making) that you would use to reach a consensus among team members if you carried out the community needs assessment. Explain why you selected this protocol.
References: (Need to be referenced in the assignment)
- Centers for Disease Control and Prevention. (2013). Community needs assessment participant workbook.
Note: Read p. 31.
- Logan, D. (n.d.). 6 group decision making techniques your team needs now.Links to an external site. https://toggl.com/blog/6-group-decision-making-techniques-your-team-needs-now
Human services
PARTICIPANT WORKBOOK
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Community Needs
Assessment
Created: 2013
Community Needs Assessment. Atlanta, GA: Centers for Disease Control and
Prevention (CDC), 2013.
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |2
Table of Contents
INTRODUCTION ……………………………………………………………………… 4
LEARNING OBJECTIVES ………………………………………………………………………………………… 4
ESTIMATED COMPLETION TIME ………………………………………………………………………………. 4
TARGET AUDIENCE ……………………………………………………………………………………………… 4
PRE-WORK AND PREREQUISITES ……………………………………………………………………………. 4
ABOUT THE WORKBOOKS …………………………………………………………………………………….. 5
ICON GLOSSARY ………………………………………………………………………………………………… 5
ACKNOWLEDGEMENTS …………………………………………………………………………………………. 5
SECTION 1: OVERVIEW OF COMMUNITY NEEDS ASSESSMENT …………. 6
INTRODUCTION …………………………………………………………………………………………………… 6
CHANGE TOOL AND WORKBOOK …………………………………………………………………………….. 8
OVERVIEW OF COMMUNITY NEEDS ASSESSMENT STEPS ……………………………………………… 8
PRACTICE EXERCISE #1 (10 MINUTES) ………………………………………………………………….. 11
SECTION 2: PLAN FOR A COMMUNITY NEEDS ASSESSMENT …………. 12
INTRODUCTION …………………………………………………………………………………………………. 12
IDENTIFY AND ASSEMBLE A DIVERSE COMMUNITY TEAM …………………………………………….. 12
DEVELOP A TEAM STRATEGY ………………………………………………………………………………. 13
IDENTIFY THE SCOPE OF THE ASSESSMENT …………………………………………………………….. 14
DEVELOP QUESTIONS TO ASK ……………………………………………………………………………… 17
SELECT SITES ………………………………………………………………………………………………….. 18
DETERMINE DATA COLLECTION METHODS OR USE EXISTING DATA ………………………………. 18
IDENTIFY KEY INFORMANTS TO CONTACT ……………………………………………………………….. 23
DOCUMENTATION ……………………………………………………………………………………………… 23
PRACTICE EXERCISE #2 (30 MINUTES) ………………………………………………………………….. 24
SECTION 3: KEY POINTS …………………………………………………………………………………….. 26
SECTION 3: REVIEW AND RATE THE DATA ………………………………… 27
INTRODUCTION …………………………………………………………………………………………………. 27
POLICY AND ENVIRONMENTAL STRATEGIES …………………………………………………………….. 27
DEVELOP A RATING SCALE …………………………………………………………………………………. 28
MAKING A TEAM DECISION ON RATINGS …………………………………………………………………. 31
SECTION 4: KEY POINTS …………………………………………………………………………………….. 32
SECTION 4: RECORD AND SUMMARIZE DATA …………………………….. 33
INTRODUCTION …………………………………………………………………………………………………. 33
RECORD DATA …………………………………………………………………………………………………. 33
SUMMARIZE DATA …………………………………………………………………………………………….. 35
SECTOR DATA GRID ………………………………………………………………………………………….. 36
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PARTICIPANT WORKBOOK |3
SECTION 5: KEY POINTS …………………………………………………………………………………….. 39
SECTION 5: CREATE A COMMUNITY ACTION PLAN ……………………… 40
INTRODUCTION …………………………………………………………………………………………………. 40
IDENTIFY ASSETS AND NEEDS ……………………………………………………………………………… 40
PRIORITIZE NEEDS ……………………………………………………………………………………………. 42
DEVELOP STRATEGIES ………………………………………………………………………………………. 43
PRIORITIZE STRATEGIES …………………………………………………………………………………….. 44
COMMUNITY ACTION PLAN ………………………………………………………………………………….. 46
SECTION 6: KEY POINTS …………………………………………………………………………………….. 48
CONCLUSION ………………………………………………………………………. 49
IMPLEMENTING THE ACTION PLAN AND SHARING PROGRESS ………………………………………. 49
TAKE HOME POINTS ………………………………………………………………………………………….. 50
WORKBOOK REVIEW …………………………………………………………………………………………. 50
RESOURCES ……………………………………………………………………….. 51
APPENDICES ……………………………………………………………………….. 52
APPENDIX A …………………………………………………………………………………………………….. 52
APPENDIX B …………………………………………………………………………………………………….. 53
APPENDIX C ……………………………………………………………………………………………………. 76
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PARTICIPANT WORKBOOK |4
Introduction
LEARNING OBJECTIVES
After completion of the workbook, participants will be able to:
• Plan for a community needs assessment by:
o Identifying a community team
o Describing the scope of the assessment
o Listing the questions to ask
o Selecting sites
o Determining data collection methods or sources
o Identifying key informants
• Review and rate data collected from a community needs
assessment.
• Summarize data by creating sector data grids.
• Develop and prioritize strategies for improvement.
• Create a community action plan that includes:
o Project period objective
o Annual objective(s)
o Activities needed to complete the objectives
o Persons responsible for completing the activities, and
o Estimated completion time
ESTIMATED COMPLETION TIME
The workbook should take approximately 10 hours to complete.
TARGET AUDIENCE
The module is designed for Field Epidemiology Training Program (FETP)
residents who specialize in NCDs; however, you can also complete the
module if you are tasked to evaluate a communicable disease surveillance
system.
PRE-WORK AND PREREQUISITES
Before participating in this training module, you must complete training
in:
• NCD Data Sources
• Program Planning
• Prioritizing public health problems
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PARTICIPANT WORKBOOK |5
ABOUT THE WORKBOOKS
You will read information about conducting a community needs
assessment in the Participant Workbook. To practice the skills and
knowledge learned, you will refer to the Activity Workbook and complete
4 exercises.
ICON GLOSSARY
The following icons are used in this workbook:
Image Type Image Meaning
Activity Icon
Activity, exercise, assessment or case study that you will
complete
Stop Icon
Stop and consult with your facilitator/mentor for further
instruction
Resource
Icon
A resource or website that may provide further information
on a given topic
Tip Icon
Supplemental information, or key idea to note and
remember
ACKNOWLEDGEMENTS
Thanks to Shannon Griffin-Blake, PhD (Division of Community Health,
National Center for Chronic Disease Prevention and Health Promotion,
Centers for Disease Control and Prevention) for sharing and explaining
the CHANGE tool.
Thanks to Indu Ahluwalia, MPH, PhD (Division of Reproductive Health,
National Center for Chronic Disease Prevention and Health Promotion,
Centers for Disease Control and Prevention) for reviewing this module and
providing feedback and guidance.
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |6
Section 1: Overview of Community
Needs Assessment
INTRODUCTION
What is a “Community?”
Communities are typically defined by a geographic area; however, they
can also be based on shared interests or characteristics such as religion,
race, age, or occupation. People within a community come from different
backgrounds and have unique cultures, customs, and values. Utilizing
this wide range of ideas and wisdom is critical to assessing the community
needs and strategizing areas for improvement. Before you conduct a
community needs assessment you should have a clear understanding of
the different cultural groups within a community and how to best work with
them to solve the community issues.
What is a Community Needs Assessment?
A community needs assessment provides community leaders with a
snapshot of local policy, systems, and environmental change strategies
currently in place and helps to identify areas for improvement. With this
data, communities can map out a course for health improvement by
creating strategies to make positive and sustainable changes in their
communities.
Components of a Needs Assessment
The main outcomes of a community needs assessment are in 3 main
categories: Policy Change, Systems Change, and Environmental Change.
Policy Change
This involves laws, regulations, rules, protocols, and procedures that are
designed to guide or influence behavior. Policies can be either legislative
or organizational. Policies often mandate environmental changes and
increase the likelihood that they will become institutionalized or
sustainable. Examples of legislative policies include taxes on tobacco
products, provision of county or city public land for green spaces or
farmers’ markets, regulations governing a national school lunch program,
and clean indoor air laws. Examples of organizational policies include
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |7
schools requiring healthy food options for all students, menu labeling in
restaurants, and required quality assurance protocols or practices (e.g.,
clinical care processes).
System Change
This involves change that affects all community components including
social norms of an organization, institution or system. It may include a
policy or environmental change strategy. Policies are often the driving
force behind systems change. Examples are implementing a national
school lunch program across a region or provincial school system or
ensuring a hospital system becomes tobacco free.
Environmental Change
This type of change relates to the physical, social, or economic factors
designed to influence people’s practices and behaviors. Examples of
alterations or changes to the environment include:
Physical: Structural changes or the presence of programs or services,
including the presence of healthy food choices in restaurants or cafeterias,
improvements in the built environment to promote walking (e.g., walking
paths), the availability of smoking cessation services to patients or
workers, and the presence of comprehensive school health education
curricula in schools.
Social: A positive change in attitudes or behavior about policies that
promote health or an increase in supportive attitudes regarding a health
practice, including an increase in favorable attitudes of community
decision makers about the importance of nonsmoking policies or an
increase in nonacceptance of exposure to second-hand smoke from the
general public.
Economic: The presence of financial disincentives or incentives to
encourage a desired behavior including charging higher prices for tobacco
products to decrease their use or the provision of nonsmoker health
insurance discounts.
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CHANGE TOOL AND WORKBOOK
Resource
The community needs assessment process taught in this module is based on
the Community Health Assessment and Group Evaluation (CHANGE) data-
collection tool developed by CDC’s Healthy Communities Program within the
Division of Community Health at the National Center for Chronic Disease
Prevention and Health Promotion.1 The CHANGE tool was written primarily
for communities in the United States interested in creating environments that
support healthy living.
This workbook teaches a similar approach to conducting community needs
assessment as the CHANGE tool, but since this participant workbook is to be
used globally we are providing some flexibility in the tool you choose to use.
For example, after learning the process you may decide to create your own
Excel spreadsheets to record and summarize data, or something similar in
MS Word.
If you wish to use the CHANGE tool, you can download and modify (free of
charge) the Excel spreadsheets at:
http://www.cdc.gov/HealthyCommunitiesProgram
If you choose to order (free of charge) the CHANGE tool CD-ROM, you will
also receive additional resources such as an Action Guide, an MS
PowerPoint presentation template, and a policy brief or one-pager template.
Please note that the Action Guide contains slightly different “action steps”
than the ones in this workbook since the workbook is designed to be used
with or without the CHANGE tool.
OVERVIEW OF COMMUNITY NEEDS ASSESSMENT STEPS
There are different approaches to conducting community needs
assessments. In this module you learn how to gather and assess data on
community assets and determine areas for improvement. You will learn a
process that involves these main steps:
1 Centers for Disease Control and Prevention. Community Health Assessment aNd
Group Evaluation (CHANGE) Action Guide: Building a Foundation of Knowledge to
Prioritize Community Needs. Atlanta: U.S. Department of Health and Human Services,
2010.
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |9
This workbook explains steps 1, 3, 4 and 5 in detail.
Step 1: Plan for a community needs assessment
• Identify and assemble a diverse community team
• Develop a team strategy
• Define community to assess (e.g., region, village)
• Identify community sectors to assess (e.g., health
care, schools)
• Identify community components to assess (e.g.,
nutrition, tobacco)
• Develop questions to ask for each community
component
• Select sites and number of sites to visit within each
sector
• Determine existing data to use or methods for
collecting new data
Identify key informants to contact
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PARTICIPANT WORKBOOK |10
Resource
Step 2: Conduct the needs assessment
For guidance on how to conduct a needs assessment (for example,
how to prepare for and conduct interviews and focus groups), access
the North Carolina Department of Health Community Assessment
Guide Book at
http://www.schs.state.nc.us/schs/data/databook/2002/GuideBook
2002 .
Step 3: Review and rate the data
• Develop a rating scale, and,
• Make a team decision on ratings.
Step 4: Record and review consolidated data
• Enter the data,
• Total the data, and,
• Summarize the data.
Step 5: Develop a community action plan
• Identify community assets and needs,
• Prioritize needs,
• Develop and prioritize strategies for improvement,
and,
• Create an action plan for top priority strategies.
Tip
The focus of this workbook is on assessing a community’s strengths and
weaknesses through mainly qualitative collection methods; however, it is
still important to support those findings with quantitative data collection
methods (e.g., vital statistics, hospital records) to assess the health
status
of a community; for example, identifying prevalence and incidence of NCDs.
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PRACTICE EXERCISE #1 (10 MINUTES)
Activity
Instructions:
1. Complete this exercise individually.
The community needs assessment can yield information about different
types of change strategies in the community: policy, systems or
environmental. Systems changes can either be policy or
environmental. Match the examples in the first column of the following
table with the appropriate category. Mark your responses. The first one
has been done for you as an example.
Example of types of strategies in a community-
Law requiring schools to provide
healthy food options for students
Policy Environmental
Walking paths at a work site Policy Environmental
Higher prices for alcohol Policy Environmental
Smoking cessation programs for
government employees
Policy Environmental
Food labeling Policy Environmental
2. Review your responses with a colleague. Then check the answers with
those in Appendix A.
Stop
Let the facilitator or mentor know you are ready for the group
discussion.
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |12
Section 2: Plan for a Community Needs
Assessment
INTRODUCTION
Planning for a community needs assessment is just as critical as
conducting the actual assessment. You need to ensure you have the right
people to help out and that you have identified the logistics and content of
the assessment, what data to collect, how to collect the data and from
whom.
In this section you will learn how to plan for a community needs
assessment, in particular how to:
• Identify and assemble a diverse community team
• Develop a team strategy
• Identify scope of assessment
• Develop questions to ask
• Select sites
• Determine data collection methods
• Identify key informants
IDENTIFY AND ASSEMBLE A DIVERSE COMMUNITY TEAM
Representation from diverse sectors of the community is critical to
successful team work and enables easy and accurate data collection and
assessment. All members of the community team should have an active
role in the assessment process from developing questions to identifying
data collection methods to use. This process also ensures the community
team has equitable access to and informed knowledge of the process,
thereby solidifying their support.
Identifying 10-12 individuals is recommended to ensure the size is
manageable, allow for adequate representation of different perspectives,
and to account for attrition of members. Include representatives of
different stakeholder groups.
Examples of types of stakeholders to include on the community team are:
• Law enforcer
• Faith leader
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• Hospital administrator
• Community health worker
• School principal or headmaster (of primary school or university)
• Neighborhood council representative
• Civic leader
• Local advocates
• Local business leader
• Local health practitioner
When your community team is assembled you should clearly define the
purpose of your community team, capacity of team members and their
organizations, identify potential barriers to success, and plan for
overcoming any obstacles. Ensuring adequate funding to support the
community team’s efforts is critical to the success of the project.
DEVELOP A TEAM STRATEGY
After you have assembled your team you will meet to develop a team
strategy. This involves, at a minimum:
• Defining goals for the needs assessment
• Defining how the data collected will be used (e.g., to influence
policy makers, to support new programs, to support new changes in
service delivery or policies)
• Determining the timeline for the assessment (e.g., 3 months, 6
months)
• Determining roles and responsibilities of team members
• Assigning tasks based on skills and available resources
• Identifying how decisions will be made
• Selecting a method or tool for conducting the needs assessment
(e.g., CHANGE tool, customized Excel spreadsheets, MS Word
worksheets)
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IDENTIFY THE SCOPE OF THE ASSESSMENT
In this step you will determine the scope of your community assessment.
During this process, your team should define “community” and then keep
this definition the same throughout the needs assessment.
A community needs assessment should focus on:
• a selected community as defined by the team, such as a region or
neighborhood
• sectors within that area, such as health care and work sites
• community components to assess within each sector, such as
nutrition, chronic disease management and tobacco use
Define the Community to Assess
The community team will decide what community to assess. Previously
established areas (e.g., school districts, city limits) may be helpful, but the
community team will define its own community. As the community team
decides on the area to assess, it should consider starting with a smaller
geographic area or segment of the population. It might be easier to attain
greater impact with a smaller sized community than a larger one within the
first year.
Identify Community Sectors to Assess
Within the community identified, your team will determine which distinct
parts or sectors of the community to assess. Examples of community
sectors are:
Community-At-Large Sector: includes community-wide efforts that
impact the social and built environments such as food access, tobacco-
free policies, walkability or bikeability, and personal safety.
Community Institution/Organization (CIO) Sector: includes entities
within the community that provide a broad range of human services and
access to facilities such as childcare settings, faith-based organizations,
senior centers, health and wellness organizations, colleges and
universities.
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Health Care Sector: includes places people go to receive preventive care
or treatment, or emergency health care services such as hospitals, private
doctors’ offices, community clinics, or health posts.
Work Site Sector: includes places of employment such as agriculture,
manufacturing, private offices, restaurants, retail establishments, and
government offices.
School Sector: includes all primary and secondary learning institutions.
Identify Community Components to Assess
Within each sector, you should identify which components of the
community to assess. Choose ones that the community team believes are
most important and relevant to evaluate and that will lead to the most
useful recommendations for improvement. For example, you may want to
assess demographics, statistical data of a population such as age,
income, education level, type of work site/health facility/school. For each
sector, you will determine which demographic factors that you want to
assess. For example, in some sectors, you might collect information on
whether the population using the institution is from an urban or rural
setting.
You will also assess whether each sector has the policies and systems in
place to evaluate risk and to help those in that system to engage in health
promoting behavior. Part of this assessment may include who provides
leadership and how and assessing who are the successful change agents.
Policies, Systems and Environments
• Physical activity: the policy, systems or environmental change
strategies in place that support physical activity. For example, does
the sector assess patients’ physical activity as part of a written
checklist or screening used in all routine office visits? Does it
provide access to public recreation facilities? Does it promote
stairwell use?
• Nutrition: the policy, systems or environmental change strategies in
place that support nutrition. For example, does the sector ensure
that healthy food preparation practices (e.g., steaming, low fat, low
salt, limited frying) are always used? Does it implement a referral
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system to help patients access community-based resources or
services for nutrition?
• Tobacco Use: the tobacco control-related change strategies in
place. For example, does the sector institute a tobacco-free policy
24/7 for indoor/outdoor public places? Does it ban tobacco vending
machine sales? Does it provide access to a referral system for
tobacco cessation resources and services?
• Chronic disease management: the policy, systems or
environmental change strategies in place that support managing
chronic diseases and its related risk factors. For example, does the
sector provide chronic disease self-management education to
individuals identified with chronic conditions or diseases? Does it
implement a referral system to help patients access community-
based resources or services for chronic disease? Does it promote
chronic disease prevention?
• After school: the policy, systems or environmental change
strategies in place that support after school activities. For example,
does the school ensure appropriate active time during after-school
programs or events? Does it institute healthy food and beverage
options during after school programs?
• Leadership: the policy, systems or environmental change strategies
in place that relate to the management of the community. For
example, does the sector participate in community coalitions and
partnerships? Does it reimburse employees for preventive health
or wellness activities? Does it finance public parks/sports facilities?
• Legislative / Legal Environment
o District: the policy, systems or environment change
strategies that are in place at the school district level. For
example, does the district ban tobacco advertising on school
property, at school events, and in written educational
materials and publications? Does the school eliminate the
sale and distribution of less than healthy foods and
beverages during the school day?
o Additional governmental levels
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DEVELOP QUESTIONS TO ASK
You will develop a list of questions to ask to learn about the strengths and
weaknesses of specific community components within each sector.
Ensure you determine how the responses will be measured
(qualitative/quantitative) and include response options for quantitative
questions. (See the Managing Data training module on developing data
dictionaries with response options.)
For example, within the Health Care Sector, Physical Activity component,
some questions you may want to include in the assessment are:
To what extent does the health care facility:
• Promote stairwell use (e.g., make stairs appealing, post
motivational signs near stairs to encourage physical activity) to
patients, visitors, and staff?
• Assess patients’ physical activity as part of a written checklist or
screening used in all routine office visits?
• Provide regular counseling about the health value of physical
activity during all routine office visits?
• Implement a referral system to help patients’ access community-
based resources or services for physical activity?
Examples of questions to include if assessing the tobacco component of
the health care sector are:
To what extent does the health care facility:
• Institute a smoke-free policy 24/7 for indoor public places?
• Institute a tobacco-free policy 24/7 for indoor public places?
• Institute a smoke-free policy 24/7 for outdoor public places?
• Institute a tobacco-free policy 24/7 for outdoor public places?
• Assess patients’ tobacco use as part of written checklist or
screening used in all routine office visits?
• Assess patients’ exposure to tobacco smoke as part of written
checklist or screening used in all routine office visits?
• Provide advice and counseling about the harm of tobacco use and
exposure during all office visits?
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PARTICIPANT WORKBOOK |18
• Implement a referral system to help patients to access tobacco
cessation resources and services?
Refer to Appendix B for a list of questions you may wish to include in
your assessment.
SELECT SITES
Sites are the locations within each sector your team will visit to conduct
the needs assessment. At each site, the information gathered will provide
answers to the questions you have identified.
Be sure to systematically choose a variety of sites within each sector to
show the extent of work being done in the community. Some schools, for
example, may be ready to pass a physical activity policy while others have
not yet begun to consider the need. A diversity of policy implementation
enhances your data-gathering process. If you only choose sites that are
excelling, it will be more challenging to identify gaps and needs when you
develop your Community Action Plan.
It is important to document the process for site selection.
It is recommended that besides the community-at-large sector, you assess
a minimum of 3 sites per sector. For example, if you are assessing each
of the 5 sectors you would gather data from at least 13 sites as follows:
Sectors Community-
At-Large
Community
Institution/
Organization
(CIO)
Health Care School Work site
Number of
Sites
1 Minimum of 3 Minimum of 3 Minimum of 3 Minimum of 3
Tip
The more sites your team assesses, the greater the capacity of your
team to understand the assets and needs of the community.
DETERMINE DATA COLLECTION METHODS OR USE EXISTING DATA
Use a variety of data-gathering methods to access and collect information
for each site. Data come in many forms; varying data-collection methods
provides a more comprehensive assessment of your community. For
example, direct observation enables you to better understand the
environment in which people interact and to see the things of which others
may not be aware. It may also produce useful information that may not be
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apparent from your other data-collection methods, such as a key informant
interview or focus group. This type of data-collection allows you, the
observer, to choose a location or event and watch what is happening.
A combination of 2 or more data-collection methods is recommended at
each site to confirm or support initial findings. For example, photographs
of walkable streets or congested intersections unfriendly to pedestrians
may supplement the feedback from an independent survey.
The goal of this step is to reflect the voices of the community through a
diverse set of data-collection methods and to mobilize support by
demonstrating a detailed, thorough method of data-collection.
Comprehensive data enable a more effective action plan for community
improvements, so perform this task carefully to ensure the data needed to
make decisions are available. Table 1 lists the advantages and
disadvantages of various data-gathering methods. This is not a
comprehensive list but a sample of methods you can use.
Also consider if your community has already gathered data for
another purpose. To determine if you can use that information for
the needs assessment, consider the following:
• How old are the data? If data are less than 6 months old they can
be used. If not, it is time to gather new data.
• Do you have all the information?
• Is the information relevant?
• Can you use the data in the existing format?
• Do you need more data?
• Does anyone on your team have experience with analyzing data?
If your country uses the Behavioral Risk Factor Surveillance System
(BRFSS) or a similar system to collect data on health and risk behaviors,
this is an excellent data source that collects community information that
would be helpful in your needs assessment. This is an example of a data
source older than 6 months that is acceptable to use. However, note the
frequency with which the data are collected. BRFSS alternates asking
questions on certain key indicators (e.g., physical activity, nutrition) each
year. As such, it is suggested that your team review a 2-year range of
data to ensure a complete set of data.
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BRFSS as commonly implemented does not provide policy, systems, and
environmental change strategies; however, it does document the health
behaviors and health conditions common in a community. You can use
data from this source in conjunction with the original data you collect from
sites to gain a more comprehensive picture of the community needs.
As previously mentioned, the focus of this workbook is on qualitative data;
however, it is important to use both qualitative and quantitative data
collection methods to obtain a more in-depth, reliable assessment of the
community. You will analyze data from each method separately. When
both types of data suggest similar conclusions, the results are
strengthened. If the data have different conclusions, then it is important to
find out why they differ. Further study might be warranted.2
Table 1: Advantages and Disadvantages of Qualitative Data Collection Methods
Method Definition Advantages Disadvantages
Individual
Interviews
Conversation with a
purpose that is
conducted between
two people either face-
to-face or by
telephone
• Interviewer can ask
what he or she wants
to know
• Can tell if questions
are understood
• Can ensure
questions are
answered
• Interviewees might
tell interview things
he or she would not
write on a survey
• Time-consuming
• Must transcribe
notes after interview
• Person being
interviewed may be
biased
Focus
Groups
Involve gathering
information and
opinions from a small
group of people (8 to
10 per group)
Group discussions
often provide insights
that might not emerge
in interviews
• Can assess body
language
• Observers can be
present without
distracting
participants. If
videotaped can
share with others
who couldn’t attend.
• Have participants’
• Responders lose
anonymity
• Higher travel
expenses when
multiple locales are
used
• Logistical challenge
in rural areas or
small towns
2 Community Assessment Guide Book, North Carolina Department of Health (2002);
retrieved on October 19, 2012 from
http://www.schs.state.nc.us/schs/data/databook/2002/GuideBook2002 .
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Method Definition Advantages Disadvantages
undivided attention
Observation
Data collection method
that allows you to use
the events around you
to gather clues and
generate conclusions
about specific locales
or experiences
• Relatively
inexpensive
• Efficient
• Can be conducted
on foot
• Provides only an
overview of
community
• Requires closer
observation to
identify previously
unrecognized
assets/issues
Postal
Survey
Mailing self-completion
questionnaires to a
targeted group of
people (e.g., a client’s
customers or people
living in a certain area)
• Relatively
inexpensive
• Less potential for
people to give
answers they
assume the
interviewer wants to
hear
• No interviewer
training required
• Suitable only for
short and
straightforward
surveys
• Data collection takes
a long time
• Relatively low
response rates
• Moderate literacy
level required
Telephone
Survey
Collection of data from
a sample population
using a standardized
questionnaire by
telephone
• Minimizes missing
data
• Can use open-ended
questions and more
complex interviewing
schedules
• Can record reasons
and characteristics of
nonconsenters
• Quick and
inexpensive
• Does not require a
high level of literacy
• Can be hard to
prevent consultation
with and/or
interference from
others
• Need to keep
questions few and
short
• Unable to ask
questions requiring
visual cues
• Some likelihood of
socially desirable
responses
Face-to-face
Survey
A face-to-face survey is
a telephone survey
without the telephone.
The interviewer
physically travels to the
respondent’s location
to conduct a personal
interview
• Allows flexibility in
number and style of
questions
• Minimizes missing
data
• Allows physical
measurements &
direct observations
• Minimizes literacy
level issues
• High likelihood of
socially desirable
responses
• Can be hard to
prevent consultation
with or interference
from others
• Very expensive,
especially if
respondents are
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Method Definition Advantages Disadvantages
widespread
geographically
• Time-consuming
Web-based
Surveys
A group of potential
respondents is invited
to participate in
completing a web-
based survey, and their
responses are
submitted electronically
via the Internet
• Can be relatively
inexpensive
• Relatively quick
method of data-
collection
• Minimizes social
desirability biases
• High set-up costs
• Useful only for
relatively large-scale
surveys
• High level of literacy
and basic computer
skills required
• Requires access to
good hardware,
programming, and
support services
• No information on
non-respondents
• Best suited to pre-
coded questions
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IDENTIFY KEY INFORMANTS TO CONTACT
For each sector and site your team has identified for the assessment,
contact people (or key informants) in the community who can provide the
appropriate insight, knowledge, or documentation.
Community team members can then reach out and contact people from
the community (e.g., school principal, business leaders, city planners,
police chief, hospital administrator) who should have access to the desired
information or can point them in the right direction.
DOCUMENTATION
Keep a comprehensive file of all sources of information, key contacts, and
data to review at a later date or to share with coalition members.
The file
can be in multiple forms—notebooks or bound volumes, facilitator guides,
field notes, meeting minutes, or an electronic data file. The purpose of
cataloguing all the data files is to ensure that everything your team collects
can be accessed and used.
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PRACTICE EXERCISE #2 (30 MINUTES)
Activity
Instructions:
1. Find a colleague with whom to complete this exercise. If you are from
a different country/region/district, choose one person who will provide
the responses for this exercise. The other person will contribute ideas
and feedback.
2. Answer the following questions. Then check the answers with those in
Appendix A.
Questions:
1. If you were planning a community needs assessment, what are some
components of a team strategy that you would develop?
2. Describe the community you will assess including at least 4 community
sectors.
3. For each community sector, list at least 5 community components to
assess.
4. Select one community component and list at least 3 types of questions
to ask to learn about strengths and weaknesses.
5. For one of the community sectors you will assess, list at least 2 sites to
visit.
6. For 1 of the sites you will visit, list at least one data collection method
you will use.
COMMUNITY NEEDS ASSESSMENT
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7. For 1 of the sites you will visit, describe the key informants who your
team will contact.
Stop
Let the facilitator or mentor know you are ready for the group
discussion.
Activity
TAKE OUT THE ACTIVITY WORKBOOK AND COMPLETE SKILL
ASSESSMENT – ACTIVITY#1.
COMMUNITY NEEDS ASSESSMENT
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SECTION 3: KEY POINTS
Tip
Planning for a community needs assessment includes:
• Identify and assemble a diverse community team
• Develop a team strategy
• Define the community to assess (e.g., school districts, city limits)
• Identify community sectors to assess (e.g., health care, schools)
• Identify community components to assess (e.g., nutrition, tobacco
use)
• Develop questions to ask for each component, including how the
responses will be measured
• Select sites and number of sites to visit within each sector
• Determine existing data to use or methods for collecting new data
• Identify key informants to contact
Identifying 10-12 individuals maximum for your community team is
recommended to ensure the size is manageable and to account for attrition
of members.
A community needs assessment should focus on a particular geographic
area, sectors within that area such as health care and work sites, and
community components to assess within each sector such as nutrition,
chronic disease management, and tobacco use.
A combination of 2 or more data-collection methods is recommended at
each site to confirm or support initial findings.
Keep a comprehensive file of all sources of information, key contacts, and
data to review at a later date or to share with coalition members.
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Section 3: Review and Rate the Data
INTRODUCTION
Before recording the data collected from the needs assessment into a
data capturing tool, such as the CHANGE tool, your team should review
the information from each site to gain consensus on how to rate each
item. Rating the data helps to identify strengths and weaknesses. The
team should discuss the data, share what each person found, and identify
evidence to support the team’s rating.
In this section, you will learn:
• The difference between policy and environmental change
strategies,
• How to develop a rating scale, and
• How to reach consensus on rating data.
POLICY AND ENVIRONMENTAL STRATEGIES
For each site visited, you will rate the data collected about policy and
environmental change strategies. Remember that policy refers to laws,
regulations, rules, protocols, and procedures that are designed to guide or
influence behavior. They can be either legislative or organizational
policies. Environmental change relates to the physical, social, or
economic factors designed to influence people’s practices and behaviors.
Examples of Policy and Environmental Change
Strategies:
Policy Environmental
• Smoke-free policy for indoor
public places
• Ban marketing of less than
healthy foods and beverages at
work sites and schools
• Ban using or withholding
physical activity as a
punishment in schools
• Institute a requirement that
health staff measures weight
and height and calculates BMI
for every patient at each
business
• Adopt a nutrition education
curriculum in all primary schools
• Referral system to help
employees access tobacco
cessation resources or services
• Provide healthy food and
beverage options in vending
machines
• Ensure availability of proper
equipment (e.g., playground)
and facilities that meet safety
standards
• Provide screening for chronic
diseases in adults with risk
factors
• Provide adequate time to eat
school meals
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DEVELOP A RATING SCALE
Your team will develop a rating scale that can be used to assess the
strengths and weaknesses of each site within a sector.
You may wish to adapt a rating scale similar to the one that the CHANGE
tool uses, which allocates a number between 1 and 5 for policy and
environment changes in each of the five sectors. Table 2 shows the scale
with definitions of scores 1–5. A response of ‘99’ can be used only when
the item is not applicable at the site (e.g., stair promotion not suitable in a
one-story building). If you do use the CHANGE tool a response of ‘99’
does not factor into the column total or percentage calculations.
Table 2: Rating Scale
Response
#
Policy Environment
1 Not identified as problem Elements not in place
2 Problem
identification/gaining agenda
status
Few elements in place
3 Policy formulation and
adoption
Some elements are in place
4 Policy implementation Most elements are in place
5 Policy evaluation and
enforcement
All elements in place
99 Not applicable Not applicable
The Environment column can be more subjective than the Policy column,
distinguishing between the words “few”, “some” and “most”. For example,
a team has assessed the following item under the Health Care Sector,
Chronic Disease Management: Provide screening for chronic diseases
in adults with risk factors. At the site the team members conducted focus
groups and observations. Through observations within a 5-day period, 6
out of 10 adults who presented with risk factors were screened for chronic
diseases. However, during focus group discussions with medical
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professionals, 75% of the staff said that they always conduct screenings
and 50% of the staff said that they provide screenings inconsistently
depending on time and resources. In this example, you could rate the
environment element a ‘3’ (some of the elements are in place) or a ‘4’
(most of the elements are in place).
Table 3 provides a detailed example of the rating scale for the Health
Care Sector, Chronic Disease Management and the item that was
assessed: Does the facility provide screening for chronic diseases in
adults with risk factors?
Table 3: Policy and Environment Scale for Health Care Sector and Chronic
Disease Management
Item: Does the facility provide screening for chronic diseases in adults
with risk factors?
Response
#
Policy Environment
1 The issue has not yet been
identified as a concern or a
problem. For example, there
has been no discussion on
requiring screening for chronic
diseases in adults with risk
factors.
No elements are in place in the
environment. For example,
there are no screenings for
chronic diseases in adults with
risk factors
2 The issue or problem has
received attention from the
authoritative body that must
deal with the issue. This is
usually done when the issue or
problem is categorized as a
social or public problem. For
example, the issue of chronic
disease screening has been put
on the agenda, but no formal
policy has been formulated or
adopted.
Only a few elements are in
place in the environment. For
example, a few health care
professionals at the site are
providing screenings for
chronic disease.
3 Policy goals and solutions have
been formulated but not
implemented. For example, the
health care facility developed
Some elements are in place in
the environment. For example,
one-third of the adult patients
with risk factors are being
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Response
#
Policy Environment
and approved the chronic
disease screening policy, but it
has not yet been implemented
across the entire facility. It will
be implemented in the next
fiscal year.
screened for chronic disease at
the health facility.
4 Administrators have made a
decision about how to deploy
necessary resources (human
and financial) to actualize the
policy. For example the chronic
disease screening policy was
established and passed last
year, communicated to the
health care professional, and
implemented this year. The
end of this year will be the
review and comment period of
the policy.
Most elements are in place in
the environment. For example,
more than half the adult
patients with risk factors are
being screened for chronic
disease at the health facility.
5 This stage involves determining
to what extent the policy has
been enforced and what
occurred as a result of the
policy. Based on the evaluation
results, adjustments can be
made to the current policy to
ensure effectiveness. For
example, the chronic disease
policy was implemented last
year and evaluated. The policy
was revised and is now
implemented with revisions.
All elements are in place in the
environment. For example, all
the adult patients with risk
factors are being screen for
chronic disease at the health
facility.
99 This type of policy is not
appropriate for this community.
This type of environmental
change strategy is not
appropriate for this community.
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The following is an example of how you might rate an item for Health
Care Sector, Tobacco component: Does the facility assess patients’
tobacco use as part of written checklist or screening used in all routine
office visits?
Data Collected Policy Environment
Use of checklists or screenings has been discussed
at staff meetings, but no formal policy exists. One-
third of the doctors and one-quarter of the nurses
use a written checklist or screening to assess
patients’ tobacco use consistently at every office
visit.
2 3
A rating of ‘2’ was given to policy because although the issue of assessing
patient’s tobacco use has been discussed, it has not yet been formulated
as a policy. A rating of ‘3’ was given to environment, meaning some
elements are in place at this site, because one-half of the doctors and
one-third of the nurses assess patient’s tobacco use. Another community
team might rate this item as a ‘2’, deciding that only a few elements are in
place.
Tip
One or two members of your team should take note of what type of data
was collected from the site being discussed, where it came from, and add it
to the comprehensive data file.
This information will provide valuable, historical documentation.
MAKING A TEAM DECISION ON RATINGS
When you assembled your team, you should have agreed upon a
decision-making strategy. Some examples are the Delphi method (voting
is at first anonymous, scores are shown to the group, voting is done
repeatedly until a consensus is reached), simple voting, or a discussion
among members that indicates all or most are in agreement. Choose a
method based on your team’s preference, but you should use that same
method consistently throughout the process.
As a team, decide what these data mean in terms of the parameters of the
rating scale you developed. Be sure to record comments for each rating
to document why the decision was made. Ensure that the information
represents the site you assessed so information can be used from year to
year.
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Rating the data should be based on a comprehensive review of all
sources and the agreement of the individuals on your team.
Stop
Let the facilitator or mentor know you are ready for the group
discussion.
Activity
TAKE OUT THE ACTIVITY WORKBOOK AND COMPLETE SKILL
ASSESSMENT – ACTIVITY#2.
SECTION 4: KEY POINTS
Tip
• When your team reviews the information from each site, be sure to
reach consensus on how to rate each item.
• Rating the data should be based on a comprehensive review of all
sources and the agreement of the individuals on your team.
• The rating scale presented in this workbook is as follows:
Response
#
Policy Environment
1 Not identified as problem Elements not in place
2 Problem identification/
gaining agenda status
Few elements in place
3 Policy formulation and
adoption
Some elements are in place
4 Policy implementation Most elements are in place
5 Policy evaluation and
enforcement
All elements in place
99 Not applicable Not applicable
• One or two members of your team should document the type of data
that was collected from each site and where it came from.
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Section 4: Record and Summarize Data
INTRODUCTION
Designate one person as the data manager within your community team.
This person should be responsible for entering the data for each of the
sites into the specific tool you are using. If your team is using the
CHANGE tool, the data manager should have a basic working knowledge
of MS Excel, such as opening and closing files, entering macros, and
entering data in fields.
In this section you will learn how to record and summarize data.
RECORD DATA
After your team has reached consensus on the most appropriate rating for
each item within a site, the data should be recorded in a table or
spreadsheet along with any supporting comments.
If you are using the CHANGE tool or another customized Excel
spreadsheet, your team should use 1 Excel file for each site assessed as
shown below in figure 1.
Figure 1: CHANGE tool: Example of an Excel file for one site of the
School Sector
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Enter Comments
Data managers are encouraged to enter comments on the Excel
spreadsheets to provide detailed records of how and from where the data
were collected.
In the CHANGE tool, you click on the red corner of the cell to enter a
comment, as shown in figure 2 below.
Figure 2: CHANGE tool: Entering a Comment
Total the Data
To understand a sector’s strengths and weaknesses you will need to
compile and then compare all the scores for each community component,
e.g., nutrition, tobacco use. To compare the scores you will first total all
the ratings and then give it a percentage score as shown on Table 4.
One of many advantages to using the CHANGE tool is that it automatically
completes all data calculations within each sector. If you choose to create
your own tool you will need to create a formula or do manual calculations
for totaling the data.
COMMUNITY NEEDS ASSESSMENT
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Table 4: Sample of Competed Entries and Totals and Percentages
Scores (for one site): Community Institution/Organization: Chronic
Disease Management
To what extent does the community
institution/organization:
Policy
Response #
Environment
Response #
Provide access to chronic disease self-
management programs?
1 2
Provide routine screening, follow-up
counseling and education to patrons to help
address chronic diseases and related risk
factors?
2 3
Adopt curricula or training to raise awareness
of the signs and symptoms of heart attacks
and strokes
1 1
Promote chronic disease prevention to patrons
(e.g., post signs reminding patrons to get blood
pressure checked, to quit smoking, and avoid
secondhand smoke)?
3 3
COLUMN TOTAL: 7 9
CHRONIC DISEASE MANAGMENT SCORE: 35% 45%
Follow these steps to calculate the percentage score manually:
1. Determine the highest possible score for the column, based on the
highest rating of ‘5’ and the number of questions.
For example, in Table 4, since there are 4 questions, the highest
possible score for the column is 20 (‘5’ rating x 4 questions).
2. Divide the column total into the highest possible score.
For example, in Table 4, the column total for Policy is 7, so the
calculation is as follows: 7 ÷ 20 = .35
3. Multiply the result from step 2 by 100 to get a percentage.
For example, .35 x 100 = 35%
SUMMARIZE DATA
After you have totaled and scored the item responses for all sectors and
community components, create a summary of all the percentage scores
for each site. For example, if you assessed 3 community
institutions/organizations, you will have 3 summary pages (1 for each site)
COMMUNITY NEEDS ASSESSMENT
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that show all the percentage scores for the Community
Institution/Organization sector, as in Table 5. Notice the percentage
scores of 35% Policy and 45% Environment from Table 4 are carried over
to the summary worksheet in Table 5.
Table 5: Sample Summary of Community Component Scores for a
Community Institution/Organization
Policy Environment Community Component
62% 70%
Physical Activity
50% 60%
Nutrition
75% 82% Tobacco Use
35% 45%
Chronic Disease Management
25% 30% Leadership
SECTOR DATA GRID
To provide a quick data reference across all sectors, you can use the
Summary Scores to create a Sector Data Grid as shown in Table 6. This
grid helps communities easily review and determine areas for
improvement. Identifying sectors and related community components with
low scores is useful for informing priority areas for improvement and
determining what specific strategies to incorporate into the action plan.
This action step supports a comprehensive view of all the data and
reveals how the sites compare to each other. It builds a spectrum against
which your community team can begin thinking about gaps, needs, assets,
and areas of change.
To create a Sector Data Grid you will refer to all Summary of Community
Component Percentage Score sheets. For each sector (Community-At-
Large, Community Institution/Organization, etc.), you will indicate where
each site’s community component (row) percentages fall in the
appropriate column.
In the Sector Data Grid you will indicate the sector’s policy community
component scores (by using a “P”) and environment community
component scores (by using an “E) for each site (denoted by a “1”, “2”,
etc.). For Community-At-Large, place a ‘CALP1’ (remember there is only
one site assessed for this sector) in each row to denote this site’s policy
community element percentages across the scale (low [0–20%] to high
[81–100%]). Use ‘CALE1’ to denote the site’s environment community
component percentages.
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Notice that in Table 6, The Community Institution/Organization (CIO)
sector shows the percentages for the three sites that were assessed,
indicated by the “1”, “2” and “3” at the end of each code.
Table 6: Example of a Sector Data Grid (for 2 sectors only)
Community-At-Large (CAL)
Community
Component
Low:
0-20%
Low:
21-40%
Medium:
41-60%
Medium:
61-80%
High:
81-100%
Physical
Activity
CALP1,
CALE13
Nutrition CALP1,
CALE1
Tobacco CALP1,
CALE1
Chronic
Disease Mgt CALE1 CALP1
Leadership CALP1 CALP1
3 CALE1: ‘CAL’ = Community-At-Large Sector ‘E’ = Environment ‘1’= Site number (If
you have multiple sites, number them consecutively, 1, 2, 3 and so forth.)
COMMUNITY NEEDS ASSESSMENT
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Community Institution/Organization (CIO)
Community
Component
Low:
0-20%
Low:
21-40%
Medium:
41-60%
Medium:
61-80%
High:
81-100%
Physical
Activity CIOP1 CIOE1
CIOP2,
CIOE2,
CIOP3
CIOE3
Nutrition CIOE1,
CIOP1,
CIOE2
CIPO2,
CIOE3 CIOP3
Tobacco CIOP2,
CIOE3,
CIOP3
CIOP1,
CIOE1,
CIOE2
Chronic
Disease Mgt CIOP1,
CIOE1 CIOP2
CIOE2,
CIOP3,
CIOE3
Leadership CIOE2,
CIOP2
CIOE3 CIOP3,
CIOE1 CIOP1
Your mentor or facilitator will review in greater detail how to complete this
grid.
Stop
Let the facilitator or mentor know you are ready for the group
discussion.
Activity
TAKE OUT THE ACTIVITY WORKBOOK AND COMPLETE SKILL
ASSESSMENT – ACTIVITY#3.
COMMUNITY NEEDS ASSESSMENT
PARTICIPANT WORKBOOK |39
SECTION 5: KEY POINTS
Tip
• To ensure proper data management, there should be only one data
manager, such as the community team’s evaluator; all data should be
forwarded to this individual.
• After your team has reached consensus on rating each item within a
site, the data should be recorded in a table or spreadsheet along with
supporting comments.
• After recording the data and entering comments, the data manager
should total all the ratings and assign a percentage score.
• After totaling and scoring the item responses for all sectors and
community components, the data manager should create a summary of
all the percentage scores for each site.
• To provide a quick data reference across all sectors you can use the
Summary Scores to create a Sector Data Grid.
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Section 5: Create a Community Action Plan
INTRODUCTION
At this stage of the community needs assessment, you should have
summarized the data the team has collected and are ready to identify the
community assets and needs. In this final section of the workbook you will
learn how to use your summary information to identify areas for
improvement and then transform them into measurable action items.
The outcome of this step is a Community Action Plan which will contain
Specific, Measurable, Attainable, Realistic and Timely (SMART) objectives
and the activities to support those objectives.
You should present your needs assessment findings and obtain approval
from stakeholders and/or community leaders on the strategies before
developing an action plan.
IDENTIFY ASSETS AND NEEDS
You will use the Sector Data Grids to identify focal policy, systems, and
environmental change strategies that are both in place, (i.e., assets), and
missing, (i.e., needs).
Your team should designate a cut-off point–the scores to the right of the
line would be considered assets; those to the left would be the needs, as
shown in Table 7.
Table 7: Sample Needs and Assets: Needs=0-60%, Assets=61-100%
Community-At-Large (CAL)
Community
Component
Low:
0-20%
Low:
21-40%
Medium:
41-60%
Medium:
61-80%
High:
81-100%
Physical
Activity
CALP1,
CALE14
Nutrition CALP1,
CALE1
Tobacco CALP1,
CALE1
Chronic
Disease Mgt CALE1 CALP1
4 CALE1: ‘CAL’ = Community-At-Large Sector ‘E’ = Environment ‘1’= Site number (If
you have multiple sites, number them consecutively, 1, 2, 3 and so forth.)
COMMUNITY NEEDS ASSESSMENT
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Community
Component
Low:
0-20%
Low:
21-40%
Medium:
41-60%
Medium:
61-80%
High:
81-100%
Leadership CALP1 CALP1
Now that you have a visual depiction of each sector’s needs and assets
across all the community components, you can then create a list of all the
policy, systems, and environmental change strategies across sectors that
are assets or needs. Table 8 shows an example of a Policy, Systems
and Environmental Change Strategies Worksheet you can use to
record this information.
Table 8: Sample Policy, Systems, and Environmental Change Strategies
Worksheet: Assets and Needs
ASSETS NEEDS
Community-At-Large Sector:
• Smoke-free and tobacco-free
policies implemented for indoor
and outdoor places.
• Strategies adopted to educate
residents on importance of
controlling high blood pressure
and cholesterol.
Community
Institution/Organization (CIO)
Sector:
• All sites instituted healthy food
and beverage options in vending
machines.
• 3 out of 4 sites provide routine
screening for cholesterol and
provide counseling and
education about tobacco use
and exposure.
• 3 out of 4 sites participated in
the last three years in
community coalitions and
partnerships related to tobacco
use and physical inactivity.
Community-At-Large Sector:
• No policies in place that ban
local restaurants and retail food
establishments from cooking
with trans fats.
• Recent budget cuts for public
shared-used paths or trails.
Community
Institution/Organization (CIO)
Sector:
• 1 site did not provide any
routine screenings for chronic
diseases management.
• No sites promoted stairwell use.
• 1 site has never participated in
community coalitions and
partnerships related to tobacco
use or physical inactivity.
Health Care Sector:
• Health care centers and private
physician’s office do not take
routine body mass index
readings (BMIs) for routine
office exams.
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ASSETS NEEDS
Health Care Sector:
• Two facilities promoted stairwell
use to patients, visitors, and
staff
• Patients referred to smoking
cessation programs at all sites
School Sector:
• 1 of the schools was initiating a
plan to ensure the playground
equipment meets safety
standards
Work Site Sector:
• Employee wellness coalition
developed by local small
business
• All sites have designated, safe
walking paths on building
property
• 4 out of 5 sites implemented a
referral system for tobacco
cessation services
• 75% of the health care
professionals do not provide
patient education on nutrition or
physical activity
School Sector:
• No requirements for physical
activity during school day
• 2 of the 3 schools offered no
healthy food or beverage
options
Work Site Sector:
• No sites promoted stairwell use
• No sites offered healthy food or
beverage options in vending
machines
Strategies:
PRIORITIZE NEEDS
If you have identified many community needs, your team should prioritize
those needs. Some criteria you may consider when prioritizing needs
are:
• Size of problem
• Seriousness of problem
• Availability of current interventions
• Economic or social impact
• Public health concern
• Availability of resources
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Tip
Please refer to the Prioritize Public Health Problems module for more
information about how to prioritize needs.
DEVELOP STRATEGIES
Using your priority list of community needs, identify a specific community
strategy to address each key need. You do not have to address every
weakness.
When identifying strategies, consider the community’s strengths. For
example, in the sample needs assessment in Table 8 all the community
institution/organization sites offered healthy food and beverage options in
vending machines; however, none of the sites promoted stairwell use.
Since the institutions already have a healthy nutritional environment they
might be more acceptable of incorporating physical activity initiatives.
Your team can also combine similar strategies to streamline activities. For
example, in the sample needs assessment, work sites also did not
promote stairwell use.
The community team can formulate a strategy that
encourages stairwell use at work sites and community
institutions/organizations. The team members responsible for this strategy
can use the same promotional materials (e.g., posters on the benefits of
using stairwells) for both sectors.
After developing the strategies, record them on the bottom section of the
Policy, Systems and Environmental Change Strategies Worksheet. An
example is shown below in Table 9.
Table 9: Sample Strategies (bottom of Policy, Systems, and
Environmental Change Strategies Worksheet)
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Strategies:
• Work with key stakeholders to formulate and implement a policy
that bans local restaurants and retail food establishments from
cooking with trans fats.
• Encourage community institutions/ organizations and work sites to
promote stairwell use.
• Encourage health care professionals to provide patient education
on nutrition and physical activity to adults with chronic disease risk
factor.
• Require schools to incorporate a minimum of 30 minutes of
physical activity during school day.
• Require schools to offer healthy food and beverage options.
PRIORITIZE STRATEGIES
Once you have identified the strategies, your team will need to prioritize
what can be implemented, given the time, resources, and other competing
community priorities. Use any method to prioritize that your team has
agreed upon. One way is to rank each strategy according to each
criterion from 1 to 5 as follows:
Table 10: Example Scale for Ranking Strategy
Time
Competing Priorities
1= Large amount of
time needed to
implement strategy
2 = Substantial amount
of time needed to
implement strategy
3 = Some amount of
time needed to
implement strategy
4 = A little amount of
time needed to
implement strategy
5 = Very little amount of
time needed to
implement strategy
1= Large amount of
resources needed to
implement strategy
2 = Substantial amount
of resources needed to
implement strategy
3 = Some amount of
resources needed to
implement strategy
4 = A little amount of
resources needed to
implement strategy
5 = Very little amount of
resources needed to
implement strategy
1= Large amount of
competing priorities
2 = Substantial amount
of competing priorities
3 = Some competing
priorities
4 = A few competing
priorities
5 = No competing
priorities
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After ranking each strategy according to time, resources, and competing
priorities, total the scores to determine the highest ranking strategies to
implement. See Table 11 for an example of how to use this ranking
method.
Table 11: Sample Prioritize Worksheet
Strategy Time
(1-5)
Resources
(1-5)
Competing
Priorities
(1-5)
Total
(T x R x C)
Rank
Work with key
stakeholders to
formulate and implement
a policy that bans local
restaurants and retail
food establishments
from cooking with trans
fats.
1 2 2 4 5
Encourage community
institutions/organizations
and work sites to
promote stairwell use.
4 4 3 48 1
Encourage health care
professionals to provide
patient education on
nutrition and physical
activity to adults with
chronic disease risk
factor.
4 3 3 36 2
Require schools to
incorporate a minimum
of 30 minutes of physical
activity during school
day.
3 2 3 18 3
Require schools to offer
healthy food and
beverage options.
2 2 2 8 4
In the above example the top 2 strategies are:
1. Encourage community institutions/organizations and work sites to
promote stairwell use.
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2. Encourage health care professionals to provide patient education on
nutrition and physical activity to adults with chronic disease risk factors.
COMMUNITY ACTION PLAN
Your team will develop an action plan for each priority strategy. A quality
plan contains sufficient details to map a clear course of action. Table 12
shows an example of a Community Action Plan.
Notice there are two types of objectives listed in the Community Action
Plan: Project Period Objective and Annual Objective. The project period
objective allows your team to look at a long term perspective of what can
be accomplished over a multiyear period. For example, in Table 11 the
project period objective states: In 5 years, all ministry of health providers
will include NCD counseling to all patients, that includes lifestyle
counseling on physical activity, nutrition and smoking.. There is also
space on the worksheet to record the community component that is the
area of focus, such as nutrition or physical activity.
Annual objectives cover a 12-month timeframe and show incremental
progress toward completion of the project period objective. In Table 12
there is one annual objective: At 12 months, all clinics in district Y will
provide lifestyle NCD counseling to all patients.
Table 12: Example of a Community Action Plan
Policy/Environmental
Change Strategy
Encourage health care professionals to
provide patient education on nutrition and
physical activity to adults with chronic
disease risk factors.
Project Period Objective Community
Component(s)
In 5 years, all ministry of health providers will include
NCD counseling to all patients that includes lifestyle
counseling on physical activity, nutrition, and
smoking.
Physical Activity
Nutrition
Annual Objective(s): Sector(s) No. of People
Reached
At 12 months all clinics in district Y will
provide lifestyle NCD counseling to all
patients.
Health Care 250,000
Activities Person
Responsible Timeline
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NCD counseling protocols developed J. Thomas
Month 0-3
NCD counseling monitoring system
developed
W. Lee Month 0-3
Health provider reward/recognition
system established
Month 0-3
NCD physicians/health providers
trained on protocol
W. Lee Month 3
Community interventions including
establishment of exercise locations for
women and the general public, and
cooking classes
J. Thomas Months 6-9
A district-wide, multisectoral NCD plan
will be developed and implemented
W. Lee Months 6-9
All physicians/health providers trained W. Lee Months 6-9
All clinics begin counseling J. Thomas Month 125
It is important to associate each annual objective with a particular sector.
You may develop multiple annual objectives that cut across more than
one sector for a project period objective. In this example, the sector
impacted is health care.
For each annual objective, indicate the approximate number of people
who will be affected by the strategy through its successful completion.
Tip
As you craft the objectives, be sure they are SMART—specific,
measurable, achievable, realistic, and time-phased.
The last section of the Community Action Plan template is where you list
the activities that support the accomplishment of the annual objective.
When listing activities be sure to provide clear descriptions of key
milestones. For each annual objective it is recommended that you list no
5 In reality, more activities would be listed which would include activities for years 2
through 5 (project objective).
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more than 10 activities, which may limit these activities to key actions for
completing the annual objective.
Next to each activity that is listed identify the lead or primary contact
person, and estimate the timeline for strategy completion. Be specific and
realistic. If the strategy’s completion depends on actions by several
individuals or organizations, allow time for stakeholder coordination.
Stop
Let the facilitator or mentor know you are ready for the group
discussion.
Activity
TAKE OUT THE ACTIVITY WORKBOOK AND COMPLETE SKILL
ASSESSMENT – ACTIVITY#4.
SECTION 6: KEY POINTS
Tip
• Create a list of all the policy, systems, and environmental change
strategies across sectors that are community assets or needs.
• Use your list of community needs to identify a specific community
strategy to address each key need. You do not have to address
every weakness.
• After identifying strategies, your team will prioritize what can be
implemented given the time, resources, and other competing
community priorities.
• On the action plan a project period objective allows your team to look
at a long-term perspective of what can be accomplished over a
multiyear period. Annual objectives cover a 12-month timeframe with
incremental progress toward completion of the project period
objective.
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IMPLEMENTING THE ACTION PLAN AND SHARING PROGRESS
Although this workbook does not cover implementing the community
action plan or sharing results, it is worthwhile to briefly mention those here.
After completing the community needs assessment and developing a
communication action plan, coordinate your resources to make sure the
activities you have identified are completed on time. Track your progress,
note key successes, and document any obstacles to implementing the
action plan.
You will also want to share the data and accomplishments with community
leaders and other people and organizations that contributed their time and
expertise to the needs assessment. Identify the best venue for sharing
the results. You can organize a community meeting and/or write a policy
brief or one-pager.
Anonymity is important to protect the interests of those who participated in
the assessment. Community teams should not list who they talked with or
provide specific details about data that could specifically link to an
individual or organization. Share data in aggregate for a sector. For
example, when providing results of assessing work sites you may state
that “across the 6 work sites examined by the community team, 2 had
policies requiring healthy food choices in vending machines, 1 was in the
process of formulating a policy, and 3 had no formal policy regarding
vending machine healthy food choices.”
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TAKE HOME POINTS
Tip
• A community needs assessment should focus on a particular
geographic area, sectors within that area such as health care and
work sites, and community components to assess within each sector
such as nutrition, chronic disease management, and tobacco use.
• A combination of 2 or more data-collection methods is recommended
at each site to confirm or support initial findings.
• Keep a comprehensive file of all sources of information, key contacts,
and data to review at a later date or to share with coalition members.
• Rating the data should be based on a comprehensive review of all
sources and the agreement of the individuals on your team.
• To ensure proper data management there should be only one data
manager, such as the community team’s evaluator, and all data
should be forwarded to this individual.
• After your team has reached consensus on the most appropriate
rating for each item within a site, the data should be recorded in a
table or spreadsheet along with any supporting comments. The data
manager should total all the ratings, assign a percentage score, and
then create a summary of all the percentage scores for each site.
• Create Sector Data Grids to provide a quick data reference across all
sectors.
• Use your list of community needs and identify a specific community
strategy to address each key need. You do not have to address
every weakness.
• After identifying strategies your team will prioritize what can be
implemented, given the time, resources, and other competing
community priorities.
• On the action plan, a project period objective allows your team to
look at a long term perspective of what can be accomplished over a
multiyear period. Annual objectives cover a 12-month timeframe with
incremental progress toward completion of the project period
objective.
WORKBOOK REVIEW
After completing this workbook, you should be able to:
� Plan for a community needs assessment,
� Review and rate data collected from a community needs assessment,
� Summarize data,
� Identify areas for improvement, and,
� Develop a community action plan.
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Resources
For more information on topics found within this workbook:
• Community Health Assessment and Group Evaluation (CHANGE)
data-collection tool developed by CDC’s Healthy Communities
Program in the Division of Community Health at the National Center for
Chronic Disease Prevention and Health Promotion. Available at:
http://www.cdc.gov/HealthyCommunitiesProgram
• Centers for Disease Control and Prevention. Healthier Worksite
Initiative, Environmental Audits. Available at:
http://www.cdc.gov/nccdphp/dnpao/hwi/programdesign/enviro
nmental_audits.htm
• Community Assessment Guide Book, North Carolina Department of
Health (2002); retrieved on October 19, 2012 from
http://www.schs.state.nc.us/schs/data/databook/2002/GuideBo
ok2002
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APPENDIX A
The community needs assessment can yield information about different
types of change strategies in the community: policy, systems or
environmental. Systems changes can either be policy or environmental.
Match the examples on the left side of the following table with the
appropriate category. Mark your responses.
Example of types of strategies in a community-
Law requiring schools to provide
healthy food options for students
Policy Environmental
Walking paths at a work site
Policy Environmental
Higher prices for alcohol Policy Environmental
Smoking cessation programs for
government employees
Policy Environmental
Food labeling Policy Environmental
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APPENDIX B
The following is a list of sample questions you can ask for each sector and community
component. Please note that these were developed for a U.S. audience and should be
adapted accordingly:
Community-At-Large Sector
Demographic
1. Approximate number of people who reside in the community
(population).
2. Approximate size of the area (square kilometers).
3. Best description of the community setting: rural, suburban, urban.
4. The median household income of the community: provide 4 choices.
5. Approximate percentage of people in the community with no high
school diploma.
6. Approximate percentage of people in the community who are living in
poverty: < 5%, 5 – 9%, 10 – 14%, 15 – 19%, ≥ 20%.
7. Approximate percentage of people in the community who are currently
unemployed: < 5%, 5 – 9%, 10 – 14%, 15 – 19%, ≥ 20%.
Physical Activity
To what extent does the community:
1. Require sidewalks to be built for all developments (e.g., housing,
schools, commercial)?
2. Adopt a land use plan?
3. Require bike facilities (e.g., bike boulevards, bike lanes, bike ways,
multi-use paths) to be built for all developments (e.g., housing,
schools, commercial)?
4. Adopt a complete streets plan to support walking and biking
infrastructure?
5. Maintain a network of walking routes (e.g., institute a sidewalk program
to fill gaps in the sidewalk)?
6. Maintain a network of biking routes (e.g., institute a bike lane program
to repave bike lanes when necessary)?
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7. Maintain a network of parks (e.g., establish a program to repair and
upgrade existing parks and playgrounds)?
8. Provide access to parks, shared-use paths and trails, or open spaces
within reasonable walking distance of most homes?
9. Institute mixed land use?
10. Provide access to public recreation facilities (e.g., parks, play areas,
community and wellness centers) for people of all abilities?
11. Enhance access to public transportation (e.g., bus stops, light rail
stops, van pool services, subway stations) within reasonable walking
distance?
12. Provide street traffic calming measures (e.g., road narrowing, central
islands, roundabouts, speed bumps) to make areas (e.g.,
neighborhoods, major intersections) where people are or could be
physically active (e.g., walk, bike) safer?
13. Adopt strategies (e.g., neighborhood crime watch, lights) to enhance
personal safety in areas (e.g., playgrounds, parks, bike lanes, walking
paths, neighborhoods) where people are or could be physically active
(e.g., walk, bike)?
Nutrition
To what extent does the community:
1. Adopt strategies to encourage food retailers (e.g., grocery, corner or
convenience stores; bodegas) to provide healthy food and beverage
options (e.g., fresh produce) in underserved areas?
2. Encourage community garden initiatives?
3. Enhance access to public transportation (e.g., bus stops, light rail
stops, van pool services, subway stations) to supermarkets and large
grocery stores?
4. Connect locally grown foods to local restaurants and food venues?
5. Promote (e.g., signage, product placement, pricing strategies) the
purchase of fruits and vegetables at local restaurants and food
venues?
6. Institute healthy food and beverage options at local restaurants and
food venues?
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7. Institute nutritional labeling (e.g., ‘low fat,’ ‘light,’ ‘heart healthy,’ ‘no
trans fat’) at local restaurants and food venues?
8. Provide smaller portion sizes at local restaurants and food venues?
9. Ban local restaurants and retail food establishments from cooking with
trans fats?
10. Adopt strategies to recruit supermarkets and large grocery stores in
underserved areas (e.g., provide financial incentives, lower operating
costs, provide job training services)?
11. Provide comfortable, private spaces for women to nurse or use a
breast pump in public places (e.g., government buildings, restaurants,
retail establishments) to support and encourage residents’ ability to
breastfeed?
12. Protect a woman’s right to breastfeed in public places?
Tobacco
To what extent does the community:
1. Institute a smoke-free policy 24/7 for indoor public places?
2. Institute a tobacco-free policy 24/7 for indoor public places?
3. Institute a smoke-free policy 24/7 for outdoor public places?
4. Institute a tobacco-free policy 24/7 for outdoor public places?
5. Ban tobacco advertisement (e.g., restrict point-of-purchase advertising
or product placement)?
6. Ban tobacco promotions, promotional offers, and prizes?
7. Regulate the number, location, and density of tobacco retail outlets?
8. Restrict the placement of tobacco vending machines (including self-
service displays)?
9. Enforce the ban of selling single cigarettes?
10. Increase the price of tobacco products and generate revenue with a
portion of the revenue earmarked for tobacco control efforts (e.g.,
taxes, mitigation fees)?
11. Provide access to a referral system for tobacco cessation resources
and services?
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Chronic Disease Management
To what extent does the community:
1. Enhance access to chronic disease self-management programs (e.g.,
Weight Watchers for overweight/obesity)?
2. Adopt strategies to educate its residents on the importance of obesity
prevention?
3. Adopt strategies to educate its residents on the importance of
controlling high blood pressure?
4. Adopt strategies to educate its residents on the importance of
controlling cholesterol?
5. Adopt strategies to educate its residents on the importance of
controlling blood sugar or insulin levels?
6. Adopt strategies to educate its residents on heart attack and stroke
symptoms and when to call 9-1-1?
7. Adopt strategies to educate its residents on the importance of
preventive care?
8. Provide emergency medical services (e.g., 9-1-1, transport system)?
9. Adopt strategies to address chronic disease health disparities?
Leadership
To what extent does the community:
1. Participate in community coalitions and partnerships (e.g., food policy
council, tobacco-free partnership, neighborhood safety coalition) to
address chronic diseases and associated risk factors?
2. Participate in the public policy process to highlight the need for
community changes to prevent and reduce chronic disease risk factors
(e.g., poor nutrition, physical inactivity, tobacco use and exposure)?
3. Finance public shared-use paths or trails (by passing bonds, passing
mileages, levying taxes or getting grants)?
4. Finance public recreation facilities (by passing bonds, passing
mileages, levying taxes or getting grants)?
5. Finance public parks or greenways (by passing bonds, passing
mileages, levying taxes or getting grants)?
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6. Finance public sports facilities (by passing bonds, passing mileages,
levying taxes or getting grants)?
7. Finance pedestrian enhancements (e.g., sidewalks, street crossing
enhancements)?
8. Finance bicycle enhancements (e.g., bike lanes, bike parking, road
diets)?
9. Address the community’s operating budget to make walking, bicycling,
or other physical activities a priority?
10. Promote mixed land use through regulation or other incentives?
11. Institute a management program to improve safety within the
transportation system?
Community Institution/Organization Sector
Demographic
1. Best description of the community setting: rural, suburban, urban
2. Median household income in the community: insert range here
3. Sector type: private, public
4. Profit type: for-profit, not-for-profit
5. Target population: children/youth* (ages: <18), adults (ages: 18-64), seniors/older adults (ages: 65+), other. *If serving children/youth, what grades are being served: preschool, elementary school, middle school, high school
6. Type of institution/organization: senior center, faith-based organization,
daycare center, boys and girls club, health and wellness center,
university/college, other
Physical Activity
To what extent does the community institution/organization:
1. Promote stairwell use (e.g., make stairs appealing, post motivational
signs near stairs to encourage physical activity)?
2. Provide a safe area outside (e.g., through lighting, signage, crime
watch) to walk or be physically active?
3. Designate a walking path on or near building property?
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4. Encourage nonmotorized commutes (e.g., active transportation such
as walk or bike) to the facility?
5. Enhance access to public transportation (e.g., bus stops, light rail
stops, van pool services, subway stations) within reasonable walking
distance?
6. Provide access to onsite fitness center, gymnasium, or physical activity
classes?
7. Provide a changing room or locker room with showers?
8. Provide bicycle parking (e.g., bike rack, shelter) for patrons?
9. Provide access to a broad range of competitive and noncompetitive
physical activities that help to develop the skills needed to participate
in lifetime physical activities?
10. Provide opportunity for unstructured play or leisure-time physical
activity?
11. Prohibit using physical activity as a punishment?
12. Restrict screen time to less than 2 hours per day for children over 2
years of age?
13. Provide direct support (e.g., money, land, pavilion, recreational
facilities, sponsorship, advertising) for supporting community-wide
physical activity opportunities (e.g., sports teams, walking clubs)?
Nutrition
To what extent does the community institution/organization:
1. Institute health food and beverage options in vending machines?
2. Institute healthy food and beverage options at institution-sponsored
meetings and events?
3. Institute healthy food and beverage options in onsite cafeteria and food
venues?
4. Institute healthy food purchasing (e.g., to reduce the caloric, sodium,
and fat content of foods offered) for cafeteria and onsite food venues?
5. Institute healthy food preparation practices (e.g., steaming, low fat, low
salt, limiting frying) in onsite cafeteria and food venues?
6. Institute pricing strategies that encourage the purchase of healthy food
and beverage options?
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7. Ban marketing (e.g. counter advertisements, posters, other print
materials) of less than healthy foods and beverages onsite?
8. Provide smaller portion sizes in onsite cafeteria and food venues?
9. Institute nutritional labeling (e.g., ‘low fat,’ ‘light,’ ‘heart healthy,’ ‘no
trans fat’) at onsite cafeteria and food venues?
10. Provide safe, unflavored, cool drinking water at no cost to patrons?
11. Prohibit using food as a reward or punishment?
12. Provide direct support (e.g., money, land, pavilion, sponsorship,
advertising) for supporting community-wide nutrition opportunities (e.g.,
farmers’ markets, community gardens)?
13. Provide a comfortable, private space for women to nurse or pump to
support and encourage patrons’ ability to breastfeed?
Tobacco
To what extent does the community institution/organization:
1. Institute a smoke-free policy 24/7 for indoor public places?
2. Institute a tobacco-free policy 24/7 for indoor public places?
3. Institute a smoke-free policy 24/7 for outdoor public places?
4. Institute a tobacco-free policy 24/7 for outdoor public places?
5. Ban tobacco vending machine sales (including self-service displays)?
6. Ban tobacco promotions, promotional offers, and prizes?
7. Ban tobacco advertisement (e.g., restrict point-of-purchase advertising
or product placement)?
8. Implement a referral system to help patrons to access tobacco
cessation resources and services
Chronic Disease Management:
To what extent does the community institution/organization:
1. Provide access to chronic disease self-management programs (e.g.,
Weight Watchers for overweight/obesity)?
2. Provide access to an onsite nurse?
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3. Provide an onsite medical clinic to monitor and address chronic
diseases and related risk factors (e.g., high blood pressure, high
cholesterol, elevated blood sugar levels)?
4. Provide routine screening, follow-up counseling and education to
patrons to help address chronic diseases and related risk factors (e.g.,
poor nutrition, physical inactivity, hypertension, high cholesterol,
elevated blood sugar levels, tobacco use and exposure)?
5. Adopt curricula or training to raise awareness of the signs and
symptoms of heart attacks and strokes?
6. Adopt curricula or training to raise awareness of the importance of
calling 9-1-1 immediately when someone is having a heart attack or
stroke?
7. Promote chronic disease prevention to patrons (e.g., post signs
reminding patrons to get blood pressure checked, quit smoking, or
avoid secondhand smoke)?
8. Have an emergency response plan (e.g., appropriate equipment such
as Automatic External Defibrillator, instructions for action) in place?
Leadership
To what extent does the community institution/organization:
1. Provide incentives to patrons participating in chronic disease
prevention measures (e.g., quit smoking, log miles walked, obtain
blood pressure or cholesterol screening)?
2. Participate in the public policy process to highlight the need for
community changes to address chronic diseases and related risk
factors (e.g., poor nutrition, physical inactivity, tobacco use and
exposure)?
3. Have a wellness coordinator?
4. Have a wellness committee?
5. Have a health promotion budget?
6. Have a mission statement (or a written policy statement) that includes
the support of or commitment to patron health and well-being?
7. Implement a needs assessment when planning a health promotion
program?
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8. Evaluate health promotion programs?
9. Provide opportunities for patron feedback (e.g., interest, satisfaction,
adherence) about health promotion programs?
10. Participate in community coalitions and partnerships (e.g., food policy
council, tobacco-free partnership, neighborhood safety coalition) to
address chronic diseases and related risk factors (e.g., poor nutrition,
physical inactivity, tobacco use and exposure)?
Health Care Sector
Demographic
1. Number of staff: fewer than 20, 20 – 99, 100 – 249, 250 – 499, 500 –
999, 1,000 – 1,499, 1,500+
2. Type of health care organization: medical/physician office, clinic,
hospital, ambulatory care, home health agency, Health Maintenance
Organization (HMO), local health department, Federally Qualified
Health Center (FQHC), other
3. Number of patients:
a. average number of patients on monthly basis
4. Sector type:
a. private, b. public
5. Profit type:
a. for-profit, b. not-for-profit
Physical Activity
To what extent does the health care facility:
1. Promote stairwell use (e.g., make stairs appealing, post motivational
signs near stairs to encourage physical activity) to patients, visitors,
and staff?
2. Assess patients’ physical activity as part of a written checklist or
screening used in all routine office visits?
3. Provide regular counseling about the health value of physical activity
during all routine office visits?
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4. Implement a referral system to help patients’ access community-based
resources or services for physical activity?
Nutrition
To what extent does the health care facility:
1. Implement breastfeeding initiative for future or current moms?
2. Assess patients’ nutrition as part of a written checklist or screening
used in all routine office visits?
3. Provide free or low cost weight management or nutrition programs?
4. Provide regular counseling about the health value of good nutrition
during all routine office visits?
5. Provide free or low cost weight management or nutrition programs?
6. Implement a referral system to help patients to access community-
based resources or services for nutrition?
7. Institute healthy food and beverage options in vending machines?
8. Institute healthy food and beverage options served to their patients?
9. Institute healthy food and beverage options in the onsite cafeteria and
food venues?
10. Institute pricing strategies that encourage the purchase of healthy food
and beverage options?
11. Institute healthy food purchasing (e.g., to reduce the caloric, sodium,
and fat content of foods offered) for cafeteria and onsite food venues?
12. Institute healthy food preparation practices (e.g., steaming, low fat, low
salt, limiting frying) in onsite cafeteria and food venues?
13. Institute nutritional labeling (e.g., ‘low fat,’ ‘light,’ ‘heart healthy,’ ‘no
trans fat’) at the onsite cafeteria and food venues?
14. Ban marketing (e.g., counter advertisements, posters, other print
materials) of less than healthy foods and beverages onsite?
15. Provide smaller portion sizes in onsite cafeteria and food venues?
Tobacco
To what extent does the health care facility:
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1. Institute a smoke-free policy 24/7 for indoor public places?
2. Institute a tobacco-free policy 24/7 for indoor public places?
3. Institute a smoke-free policy 24/7 for outdoor public places?
4. Institute a tobacco-free policy 24/7 for outdoor public places?
5. Assess patients’ tobacco use as part of written checklist or screening
used in all routine office visits?
6. Assess patients’ exposure to tobacco smoke as part of written
checklist or screening used in all routine office visits?
7. Provide advice and counseling about the harm of tobacco use and
exposure during all office visits?
8. Implement a referral system to help patients to access tobacco
cessation resources and services?
9. Provide access to free or low cost pharmacological quitting aids for
their patients?
10. Implement a provider-reminder system to assess, advise, track, and
monitor tobacco use?
Chronic Disease Management
To what extent does the health care facility:
1. Implement a referral system to help patients to access community-
based resources or services for chronic disease management?
2. Provide routine follow-up counseling and education to patients to help
address chronic diseases and related risk factors (e.g., poor nutrition,
physical inactivity, hypertension, high cholesterol, elevated blood sugar
levels, tobacco use and exposure)?
3. Provide screening for chronic diseases in adults with risk factors (e.g.,
poor nutrition, physical inactivity, hypertension, high cholesterol,
elevated blood sugar levels, tobacco use and exposure)?
4. Measure weight and height, and calculate appropriate body mass
index (BMI) for every patient at each visit?
5. Adopt a plan or process to increase patient adherence to chronic
disease (e.g., cardiovascular disease, diabetes) treatment?
6. Institute a systematic approach to the processes of diabetes care?
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7. Institute the latest emergency heart disease and stroke treatment
guidelines (e.g., Joint National Committee 7, American Heart
Association)?
8. Provide access to resources and training for using a stroke rating
scale?
9. Provide specialized stroke care units?
10. Provide specialized heart disease units?
Leadership
To what extent does the health care facility:
1. Participate in community coalitions and partnerships (e.g., food policy
council, tobacco-free partnership, neighborhood safety coalition) to
address chronic diseases and related risk factors (e.g., poor nutrition,
physical inactivity, tobacco use and exposure)?
2. Participate in the public policy process to highlight the need for
community changes to address chronic diseases and related risk
factors (e.g., poor nutrition, physical inactivity, tobacco use and
exposure)?
3. Enhance access to childhood overweight prevention and treatment
services to reduce health disparities?
4. Promote high standards of modifiable risk factor (e.g., poor nutrition,
physical inactivity, tobacco use and exposure) practice to healthcare
and provider associations?
5. Institute standardized treatment and prevention protocols that are
consistent with national evidence-based guidelines to prevent heart
disease, stroke, and related risk factors?
6. Institute an electronic medical records system and patient data
registries to provide immediate feedback on a patient’s condition and
compliance with the treatment regimen?
7. Adopt the Chronic Care Model in hospitals?
8. Provide patient services using provider care teams that cross
specialties (e.g., physician/ pharmacist teams)?
9. Provide access to medical services outside of regular working hours
(e.g., late evenings, weekends)?
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10. Promote collaboration between health care professionals (e.g.,
physicians and specialists) for managing chronic diseases (e.g.,
cardiovascular disease, diabetes)?
11. Partner with community agencies to provide free or low cost chronic
disease health screenings, follow-up counseling, and education for
those at risk?
12. Institute annual cultural competence training for all health workers for
optimal care of all patients (regardless of their race/ethnicity, culture, or
background)?
School Sector
Demographic
1. Total # of students served
2. School level: elementary, middle, high (specify grades)
3. Type of school: private, public, parochial
4. Best description of the setting of the school: rural, suburban, urban
5. Percentage (%) of students receiving free or reduced price lunch
6. Median household income of the students in this school: insert amount
here
District
To what extent does the district:
1. Require 225 minutes per week of physical education for all middle
school and high school students?
2. Require 150 minutes per week of physical education for all elementary
school students?
3. Provide 20 minutes of recess daily for students in elementary school?
4. Ensure that students are not provided waivers or exemptions from
participation in physical education for other school and community
activities such as band, chorus, Reserve Officers’ Training Corps
(ROTC), sports participation, or community volunteering?
5. Require that either fruits or vegetables or both are available wherever
foods and beverages are offered?
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6. Eliminate the sale and distribution of less than healthy foods and
beverages during the school day?
7. Prohibit the sale of sugar-sweetened beverages (can exclude flavored,
fat-free milk) during the school day?
8. Institute a tobacco-free policy 24/7?
9. Ban tobacco advertising on school property, at school events, and in
written educational materials and publications?
10. Ban tobacco promotions, promotional offers, and prizes on school
property, at school events, and in written educational materials and
publications?
11. Ensure access to a full-time, qualified health care provider (e.g.,
registered school nurse) in every school?
12. Establish a case management plan for students with identified chronic
diseases or conditions (e.g., asthma, diabetes, epilepsy) in
consultation with their families, medical providers, and school staff?
13. Ensure immediate and reliable access to prescribed medications (e.g.,
inhaler, insulin, epinephrine pen) for chronic disease management
throughout school day?
14. Have a district health group (e.g., school health council) composed of
school personnel, parents, students, and community partners that help
plan and implement district health activities?
15. Have a designated school health coordinator who is responsible for
overseeing school health activities across the district?
16. Monitor schools’ compliance with the implementation of the district
school wellness policy enacted as a result of the Child Nutrition and
WIC Reauthorization Act of 2004 (i.e., requires that all school districts
that participate in the National School Lunch Program have local
wellness policies)?
17. Allow the use of school buildings and facilities by the public during
nonschool hours (e.g., joint use agreement)?
18. Adopt a physical education curriculum for all students in grades pre-K
to grade 12 as part of a sequential physical education course of study
consistent with state or National Physical Education Standards?
19. Adopt a nutrition education curriculum, designed to help students
adopt healthy eating behaviors for all students in grades pre-K to grade
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12 as part of a sequential health education course of study, consistent
with state or National Health Education Standards?
20. Adopt a tobacco-use prevention curriculum for all students in grades
pre-K to grade 12 as part of a sequential health education course of
study consistent with state or National Health Education Standards?
21. Require that students are physically active during the majority of time
in physical education class?
Physical Activity
To what extent does the school:
1. Ban using or withholding physical activity as a punishment?
2. Require that students are physically active during the majority of time
in physical education class?
3. Ban using or withholding physical activity as a punishment?
4. Require that students are physically active during the majority of time
in physical education class?
5. Provide access to a broad range of competitive and noncompetitive
physical activities that help to develop the skills needed to participate
in lifetime physical activities?
6. Implement a walk or bike to school initiative?
7. Ensure the availability of proper equipment and facilities (including
playground equipment, physical activity equipment, and athletic or
fitness facilities) that meet safety standards?
Nutrition
To what extent does the school:
1. Ensure that students are provided only healthy food and beverage
options beyond the school food services (e.g., all vending machines,
school stores, and food brought for celebrations)?
2. Institute school breakfast and lunch programs that meet the U.S.
Department of Agriculture School Meal Nutrition Standards?
3. Ensure that healthy food preparation practices (e.g., steaming, low fat,
low salt, limited frying) are always used in the school cafeteria or onsite
food services?
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4. Ban marketing (e.g., counter advertisements, posters, other print
materials) of less than healthy foods and beverages onsite?
5. Promote and market (e.g., through counter advertisements, posters, or
other print materials) only healthy food and beverage options?
6. Provide adequate time to eat school meals (10 minutes for
breakfast/20 minutes for lunch, from the time students are seated)?
7. Ban using food as a reward or punishment for academic performance
or behavior?
8. Provide safe, unflavored, cool drinking water throughout the school day
at no cost to students?
9. Provide school garden (e.g., access to land, container gardens, or
raised beds) and related resources (e.g., staff volunteer time, financial
incentives)?
10. Ensure that multiple channels including classroom, cafeteria, and
communications with parents are used to promote healthy eating
behaviors?
Tobacco
To what extent does the school:
1. Implement a referral system to help students to access tobacco
cessation resources or services?
Chronic Disease Management
To what extent does the school:
1. Provide access to chronic disease self-management education
programs to individuals identified with chronic diseases or conditions
(e.g., diabetes, asthma)?
2. Meet the nutritional needs of students with special health care or
dietary requirements (e.g., allergies, diabetes, physical disabilities)?
3. Provide access to chronic disease self-management education
programs to individuals identified with chronic diseases or conditions
(e.g., diabetes, asthma)?
4. Meet the nutritional needs of students with special health care or
dietary requirements (e.g., allergies, diabetes, physical disabilities)
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5. Provide opportunities to raise awareness among students of the signs
and symptoms of heart attack and stroke?
6. Ensure students are aware of the importance of calling 9-1-1 for
emergencies?
7. Ensure cardiopulmonary resuscitation (CPR) training is made available
to students?
8. Engage families in the development of school plans (e.g., school
diabetes management plans) to effectively manage students with
chronic diseases or conditions?
Leadership
To what extent does the school:
1. Participate in community coalitions and partnerships (e.g., food policy
council, tobacco-free partnership, neighborhood safety coalition) to
address chronic diseases and related risk factors (e.g., poor nutrition,
physical inactivity, tobacco use and exposure)?
2. Participate in the public policy process to highlight the need for
community changes to address chronic diseases and related risk
factors (e.g., poor nutrition, physical inactivity, tobacco use and
exposure)?
3. Have a school building health group (e.g., school health committee)
composed of school personnel, parents, students, and community
partners that help plan and implement the health activities at the
school building?
4. Have an individual who is responsible for leading school health
activities within the school building?
5. Have a health promotion budget?
6. Have a written mission or position statement that includes the
commitment to student health and well-being?
7. Recruit teachers (e.g., physical education, health) with appropriate
training, education, and background?
8. Provide training and support to food service and other relevant staff to
meet nutrition standards for preparing healthy meals?
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9. Provide access to opportunities for professional development or
continued education to staff (e.g., physical education, health, school
nurse, food service manager)?
10. Provide training for all teachers and staff on school physical activity,
nutrition, and tobacco prevention policies?
11. Permit only health-promoting fund raising efforts such as non-food
options or only healthy food and beverage options, physical activity-
related options (e.g., fun-run), or community service options (e.g., car
wash, directing parking at school events)?
After School
To what extent does the after school program:
1. Ban using or withholding physical activity as a punishment?
2. Ban using food as a reward or punishment for academic performance
or behavior?
3. Provide access to physical activity programs (e.g., intramural,
extracurricular, interscholastic)?
4. Ensure appropriate active time during after school programs or
events?
5. Institute healthy food and beverage options during after school
programs or events?
6. Prohibit the sale of sugar-sweetened beverages outside of school
hours?
Work Site Sector
Demographic
1. Number of employees: fewer than 20, 20 – 99, 100 – 249, 250 – 499,
500 – 999, 1,000 – 1,499, 1,500+
2. Type of work site: retail sales, bank or credit union, restaurant/food
service, hotel/motel, auto/repair shop, gas station or convenience
store, pharmacy or drug store, grocery store/food market,
manufacturing, factory, warehouse, construction, school/educational
institution, faith-based institution, health care (e.g., clinic, hospital,
medical practice), government, other
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3. Sector type: private, public
4. Profit type: for-profit, not-for-profit
Physical Activity
To what extent does the work site:
1. Promote stairwell use (e.g., make stairs appealing, post motivational
signs near stairs to encourage physical activity)?
2. Provide flexible work arrangements or break times for employees to
engage in physical activity?
3. Encourage nonmotorized commutes (e.g., active transportation such
as walk or bike) to work?
4. Enhance access to public transportation (e.g., bus stops, light rail
stops, van pool services, subway stations) within reasonable walking
distance?
5. Support clubs or groups (e.g., walking, biking, hiking) to encourage
physical activity among employees?
6. Provide a safe area outside (e.g., through lighting, signage, crime
watch) to walk or be physically active?
7. Designate a walking path on or near building property?
8. Provide access to onsite fitness center, gymnasium, or physical activity
classes?
9. Provide a changing room or locker room with showers?
10. Provide access to offsite workout facility or subsidized membership to
local fitness facility?
11. Provide bicycle parking (e.g., bike rack, shelter) for employees?
12. Implement activity breaks for meetings that are longer than one hour?
13. Provide direct support (e.g., money, land, pavilion, recreational
facilities, sponsorship, advertising) for supporting community-wide
physical activity opportunities (e.g., sports teams, walking clubs)?
Nutrition
To what extent does the work site:
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1. Institute healthy food and beverage options at company-sponsored
meetings and events?
2. Institute healthy food and beverage options in vending machines?
3. Institute healthy food and beverage options in onsite cafeteria and food
venues?
4. Institute healthy food purchasing practices (e.g., to reduce the caloric,
sodium, and fat content of foods offered) for onsite cafeteria and food
venues?
5. Institute healthy food preparation practices (e.g., steaming, low fat, low
salt, limiting frying) in onsite cafeteria and food venues?
6. Ban marketing (e.g., counter advertisements, posters, other print
materials) of less than healthy foods and beverages onsite?
7. Provide smaller portion sizes in onsite cafeteria and food venues?
8. Provide safe, unflavored, cool drinking water at no cost to employees?
9. Institute nutritional labeling (e.g., ‘low fat,’ ‘light,’ ‘heart healthy,’ ‘no
trans fat’) at the work site’s cafeteria and onsite food service?
10. Institute pricing strategies that encourage the purchase of healthy food
and beverage options?
11. Institute a smoke-free policy 24/7 for indoor public places?
12. Provide refrigerator access for employees?
13. Provide microwave access for employees?
14. Provide a sink with water faucet access for employees?
15. Provide direct support (e.g., money, land, a pavilion, sponsorship,
donated advertising) for community-wide nutrition opportunities (e.g.,
farmers’ markets, community gardens)?
16. Support breastfeeding by having maternity care practices, including
providing a comfortable, private space for employees to nurse or
pump?
Tobacco
To what extent does the work site:
1. Institute a smoke-free policy 24/7 for indoor public places?
2. Institute a tobacco-free policy 24/7 for indoor public places?
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3. Institute a smoke-free policy 24/7 for outdoor public places?
4. Institute a tobacco-free policy 24/7 for outdoor public places?
5. Ban tobacco vending machine sales (including self-service displays)?
6. Provide insurance coverage for tobacco cessation services?
7. Provide insurance coverage for tobacco cessation products (e.g.,
pharmacological quitting aids, medicines)?
8. Ban tobacco promotions, promotional offers, and prizes?
9. Ban tobacco advertisement (e.g., restrict point-of-purchase advertising
or product placement)?
10. Implement a referral system to help employees to access tobacco
cessation resources or services, such as a quitline (e.g., 1-800-QUIT-
NOW)?
Chronic Disease Management
To what extent does the work site:
1. Provide routine screening, follow-up counseling and education to
employees to help address chronic diseases and related risk factors
(e.g., poor nutrition, physical inactivity, hypertension, high cholesterol,
elevated blood sugar levels, tobacco use and exposure)?
2. Provide access to an onsite occupational health nurse?
3. Provide an onsite medical clinic to monitor and address chronic
diseases and related risk factors (e.g., high blood pressure, high
cholesterol, elevated blood sugar levels)?
4. Provide paid time off to attend health promotion programs or classes?
5. Provide employee insurance coverage for preventive services and
quality medical care?
6. Provide access to a free or low cost employee health risk appraisal or
health screenings?
7. Provide access to chronic disease self-management programs (e.g.,
Weight Watchers for overweight/obesity)?
8. Adopt curricula or training to raise awareness of the signs and
symptoms of heart attacks and strokes?
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9. Adopt curricula or training to raise awareness of the importance of
calling 9-1-1 immediately when someone is having a heart attack or
stroke?
10. Promote chronic disease prevention (e.g., post signs reminding
employees to get blood pressure checked, quit smoking, or avoid
secondhand smoke) to employees?
11. Adopt an emergency response plan (e.g., appropriate equipment such
as Automatic External Defibrillator, instructions for employee action)?
Leadership
To what extent does the work site:
1. Reimburse employees for preventive health or wellness activities?
2. Participate in the public policy process to highlight the need for
community changes to address chronic diseases and related risk
factors (e.g., poor nutrition, physical inactivity, tobacco use and
exposure)?
3. Have a wellness coordinator?
4. Have a wellness committee?
5. Have a health promotion budget?
6. Have a mission statement (or a written policy statement) that includes
the support of or commitment to employee health and well-being?
7. Adopt organizational or performance objectives pertaining to employee
health and well-being?
8. Provide employees with a health insurance plan?
9. Provide office-based incentives (e.g., discounted insurance premium,
gift certificates) to employees participating in health risk assessments,
initiatives, or support groups that promote chronic disease prevention
measures (e.g., quit smoking, log miles walked, obtained blood
pressure or cholesterol screening)?
10. Implement a needs assessment when planning a health promotion
program?
11. Evaluate company-sponsored health promotion programs?
12. Provide opportunities for employee feedback (e.g., employee interest,
satisfaction, adherence) about health promotion programs?
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13. Participate in community coalitions and partnerships (e.g., food policy
council, tobacco-free partnership, neighborhood safety coalition) to
address chronic diseases and related risk factors (e.g., poor nutrition,
physical inactivity, tobacco use and exposure)?
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APPENDIX C
The following are the worksheets used in this workbook.
Policy, Systems and Environmental Change Strategies Worksheet
ASSETS NEEDS
Strategies:
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PARTICIPANT WORKBOOK |77
Prioritizing Strategies Worksheet
Strategy Time
(1-5)
Resources
(1-5)
Competing
Priorities
(1-5)
Total
(T x R x C)
Rank
Community Action Plan
Policy/Environmental
Change Strategy
Project Period Objective Community Component(s)
Annual Objective(s): Sector(s) No. of People Reached
Activities Person Responsible Timeline
- Section 1: Introduction
- Section 2: Overview of Community Needs Assessment
- Section 3: Plan for a Community Needs Assessment
- Section 4: Review and Rate the Data
- Section 5: Record and Summarize Data
- Section 6: Create a Community Action Plan
Learning Objectives
Estimated Completion Time
Target Audience
Pre-work and Prerequisites
About the Workbooks
Icon Glossary
Acknowledgements
Introduction
What is a “Community?”
What is a Community Needs Assessment?
Components of a Needs Assessment
Change Tool and Workbook
Overview of Community Needs Assessment Steps
Step 1: Plan for a community needs assessment
Practice Exercise #1 (10 Minutes)
Introduction
Identify and Assemble a Diverse Community Team
Develop a Team Strategy
Identify the Scope of the Assessment
Define the Community to Assess
Identify Community Sectors to Assess
Identify Community Components to Assess
Policies, Systems and Environments
Develop Questions to Ask
Select Sites
Determine Data Collection Methods or Use Existing Data
Identify Key Informants to Contact
Documentation
Practice Exercise #2 (30 Minutes)
Section 3: Key Points
Introduction
Policy and Environmental Strategies
Develop a Rating Scale
Making a Team Decision on Ratings
Section 4: Key Points
Introduction
Record Data
Enter Comments
Total the Data
Summarize Data
Sector Data Grid
Section 5: Key Points
Introduction
Identify Assets and Needs
Prioritize Needs
Develop Strategies
Prioritize Strategies
Community Action Plan
Section 6: Key Points
Conclusion
Implementing the Action Plan and Sharing Progress
Take Home Points
Workbook Review
Resources
Appendices
Appendix A
Appendix B
Appendix C
