Adverse Childhood Experiences (ACEs)

Building Resilience to Improve Population Health.

In direct response to ACES (Adverse Childhood Experiences), The Michigan Health Improvement Alliance (MiHIA) is connecting and synchronizing diverse coalitions across the region in order to build resilient and connected families, safe and supportive environments, flourishing children, and overall improved population health. ACEs are traumatic and extremely stressful events experienced by children and the corresponding life-long harmful effects on physical and mental growth and development as well as a lower standard of living and a shorter lifespan. It is estimated that almost 50% of American children have experienced at least one ACE. The original ACEs research study which surveyed 17,000 adults found that nearly two-thirds of all adults have experienced one or more ACEs and among that population 87% have experienced more than one adverse childhood experience and 50% have experienced three or more ACEs. Research also has confirmed that ACEs rarely occur in isolation, are highly interrelated and tend to occur in clusters.

LAUNCH TEAM

 

Alison Arnold, Ed.D.

Director | Interdisciplinary Center for Community Health & Wellness
CMU College of Medicine

 

Micki Gibbs

Great Start Collaborative Director at MCESA and facilitator for Our Community Listens Communication Skills Training

 

Mary Kushion, MSA

MiHIA Population Health
Technical Advisor
MiHIA

Tracy Metcalfe

Community Health Educator/Health Analyst and Health Department Public Information Officer, Bay County Health Department


Daryn Papenfuse

Program Associate
MiHIA

 

Dallas Rau

Executive Assistant
THRIVE

Beth Roszatycki 

Chief Executive Officer
MiHIA


Marni Walker

GSC Coordinator,
Gratiot-Isabella RESD


Marc Wills

Director of Special Education, COOR ISD


Rich VanTol

Supervisor
Bay-Arenac ISD

objectives

The Launch Team for this effort is comprised of members from various sectors within the region: champions of healthcare, hospitals, K-12 schools, law enforcement, the faith-based community, and nonprofits. Action items can be grouped into three categories: strategy, education, and communications:

Strategies: Build a regional strategy map, create a project evaluation plan, build a project management HUB via MiHIA’a Dashboard 4.0 Platform, implement processes for data gathering and sensemaking processes, and develop a diversified funding strategy

Education: Secure options for ACES content for ongoing professional continuing education for practicing professionals, connect existing programs for shared professional development, conduct two ACES summits in 2019 and 2020, provide five Michigan ACE Community Champion Training sessions in the region, and convene a learning network for sharing and collaboration.
 

Communications: Develop communications for raising awareness for the general public and school professionals, expand a Call to Action speaker circuit initiative, and provide input opportunities for stakeholders and funders regarding ongoing projects

       

      ACTION ITEMS

      • Build a regional strategy map
      • Build a project management HUB via MiHIA’a Dashboard 4.0 Platform
      • Secure options for ACES content for ongoing professional continuing  education for practicing professionals
      • Conduct two ACES summits in 2019 and 2020
      • Connect existing educational program opportunities for shared professional development and continuing educational collaborations
      • Provide five Michigan ACE Community Champion Training sessions in the Great Lakes Bay Region (GLBR)
      • Expand and implement a Call to Action speaker circuit initiative
      • Develop communications for raising awareness for the general public
      • Develop communications for raising awareness in the school districts (for parents and staff)
      • Convene a learning network for sharing information and collaboration opportunities
      • Implement qualitative data gathering and sensemaking processes
      • Provide stakeholder and funder input opportunities regarding ongoing projects
      • Create a project evaluation plan to ensure success and strategy
      • Continue to develop a diversified financing strategy to support trauma-informed service delivery

      MiHIA appreciates and recognizes the generous support of the Michigan Health Endowment fund to be able to implement this initiative.

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