What are communities doing?

Four rural communities are taking action to Reduce the Impact of Financial Strain (RIFS) in their towns and  promote financial well-being together. The total number of Albertans living in the four participating communities was 25,215¹ (potential reach).

Using the Alberta Healthy Communities Approach (AHCA) to enhance health-promoting assets for financial well-being at the community-level, multisectoral community teams discovered the power of bringing together Primary Care Networks, community organizations, and local residents. AHS Health Promotion Facilitators within their respective Zone Population and Public Health teams also played an important facilitation role. 

 

What are communities doing?

Community organizations and residents came together to explore and address how financial strain might impact their health. The community teams identified resources and services available but also noticed there were some gaps. The Health Promotion Facilitators worked alongside active members and emerging leaders to brainstorm ideas that might support community members living with financial strain. Detailed action and evaluation plans were created to organize the work and gather data.

Some of the strategies implemented by the community teams include:

• Creating asset maps to identify strengths and gaps in services
• Purchasing laptops for local businesses and organizations to provide for community use to increase access to technology
• Developing a community lending program to reduce barriers to access systems and services
• Establishing a transportation voucher program to decrease any barriers of accessing services that may require travel
• Creating digital stories to share broadly as a discussion tool

 

Key findings

Community Capacity

A Community Capacity Assessment Tool (CCAT) was completed at the beginning of the initiative to gain an understanding of the local community context. This tool measures the collective capacities that a community needs to effectively act on identified priorities. After working together to implement comprehensive action plans, a post CCAT was also completed. All four communities noted improvements in their Community Capacity Assessment Scores, providing evidence of increased participation, communication, and shared vision. These are all important factors that contribute to the success of locally-led action on financial strain.

Policy or Program Improvements

The four community teams co-designed and implemented 60 strategies to support the implementation of community-level initiatives. These strategies were categorized into four high-level goals based on their primary purpose. Of the 60 proposed strategies:

• 33 per cent (n=20) focused on collaboration, 
• 30 per cent (n=18) on awareness,
• 26 per cent (n=16) on access and
• 10 per cent (n=6) on knowledge

Most towns maintained their team one-year after and continue to do amazing collaborative work to address the needs in their communities. Community organizations in two additional towns are now working in partnership with their Primary Care Networks to establish communities of practice and use select AHCA strategies to improve financial wellbeing supports in their community. 

Overall lessons

Focus groups within communities and interviews with health promotion facilitators were used as primary qualitative methods to evaluate the implementation outcomes from the community to determine the partners’ awareness and feasibility of the AHCA process. Key findings from focus groups and interviews were:

1. Raising awareness of financial strain among project partners was key to the successful integration of the screening and referral process in the community. The poverty simulations and engagement activities supported increased awareness among community partners and stakeholders.
2. The following enablers were key to the implementation of AHCA: appropriate and accessible resources, community champions, and pre-existing partnerships.
3. Health Promotion Facilitators were essential to coordinate engagement, particularly between community agencies and clinics. 
   
4. Community champions were essential to facilitating and supporting collaboration during implementation.
   
5. Aligning the ‘right’ partners, available resources, and agencies within the community is important for effective coordination to support those experiencing financial strain.
   
6. The main barriers to implementing RIFS included cuts to community organization funding, partner capacity, and social stigma.

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