Date post: | 17-Jan-2016 |
Category: |
Documents |
Upload: | bridget-fleming |
View: | 216 times |
Download: | 0 times |
ELISSA BASSLER, ILLINOIS PUBLIC HEALTH INSTITUTEBONNIE CONDON, ADVOCATE HEALTH CARE
Stakeholder Health—Chicago September 25, 2015
It started with relationships and possibility
Then there were more….
Transformational Collaboration
In order to transform our communities, we must transform ourselves.www.stakeholderhealth.org
The Meeting
February 15, 2015
Shared Goals, Bold Leaders
Individual egos were “left at the door” Invitation to be part of a movement Individuals and entities desired to “make a
difference” and move the needle on health issues All non profit hospitals must do CHNA All public health departments must do IPLAN All wanted to meet their regulatory requirements Initial group developed suggested model/timeline All participants own the group
Setting The Context
Vision/Rationale
Efficiency Effectiveness Collective Impact National Pilot Beyond health fairs,
disease management, health promotion
Vision/Rationale
The State of Community Health
City planners are increasingly aware of health benefits of clean, living landscapes
New Models of Care
Triple Aim Reduce costs, better patient experiences and
improved population health outcomes Crossing the Moat
Population health moves us beyond the walls of the hospital and upstream in our communities
Data-driven The more we know, the better we are at serving
“Effective partnerships take an integrative, innovative approach to solving problems in communities…These partnerships can help improve health while also providing benefits for the economy, housing, transportation, education and other sectors.” –Trust for America’s Health
Social cohesion and shared value of health
• Advocacy, public service education and media campaigns • Improved public planning (e.g., infrastructure to encourage walking, environmental hazard reduction) • Civic leadership development and youth empowerment • Communitywide events or challenges (weight loss, sponsored runs) • Community volunteer efforts to address socioeconomic drivers, physical environment or health (volunteer tax preparation, tutoring, volunteer neighborhood improvements)
Improved quality, efficiency and equity of health and health care systems
• Expanded access to health care services • Expanded insurance coverage • Navigation and advocacy assistance (insurance enrollment, connections to health and social resources, financial assistance, community health workers) • Discounted services (prescriptions, health and ancillary services, equipment)• Wellness programs and community outreach (e.g., screenings, primary care, wellness education, support groups, prevention, educational resources) • Chronic disease management and improved care coordination • Culturally appropriate approaches to outreach and care
Opportunities for Hospitals to Partner for a Culture of Health
Health Research & Educational Trust, AHA, RWJF. (2014, October). Hospital-based Strategies for Creating a Culture of Health.http://www.rwjf.org/content/dam/farm/reports/reports/2014/rwjf416021
13
Multisectoral collaboration to build health partnerships
• Convening & collaborating with community stakeholders (e.g., fire/police departments, public health departments, churches/faith communities, senior centers, schools, community members, etc.) • Networks of collaborating providers to offer care for vulnerable pops• Pooled resources and initiatives to achieve collective impact • Seamless services (physical health, behavioral health, social, emergency, housing, transportation, crisis and other services) • Collaborative data systems for tracking, analysis and evaluation
Improved and equitable opportunity for healthy choices and environments
• Investments in community development to reduce socioeconomic insecurity − Local economy stimulation − Availability of affordable housing − Community infrastructure/asset building • Addressing food deserts • Healthy food and beverage procurement• Services to provide social and basic needs (reading/literacy, crisis intervention, life/job-skill building, clothing and basic supplies) • Workforce capacity development and local hiring • Reduction of environmental hazards and improved env sustainability
Opportunities for Hospitals to Partner for a Culture of Health
Health Research & Educational Trust, AHA, RWJF. (2014, October). Hospital-based Strategies for Creating a Culture of Health.http://www.rwjf.org/content/dam/farm/reports/reports/2014/rwjf416021
14
New Models for CHNAs
Collaboration is desired Regulations encourage joint planning,
both with CHNAs and implementation plans
Clarification that allows hospitals to focus more clearly on social determinants
Increasing community engagement and strengthening partnerships by broadening the stakeholder pool
Developing strategies and methods to evaluate broader impact
OpportunityCommon Problems, Common Priorities
2012 review of LHD IPLANS for NIPHC
NIPHCChicago
CookDuPageGrundyKane
KendallSkokie
McHenryWill
Winnebago
OpportunityCommon Problems, Common Priorities
Review of Chicago and Suburban hospital CHNAs (n=31)
Top priorities
Priority Number PctObesity/Heart Health/CVD Risk Factors 25 81%
Access to Care 22 71%
Mental Health and Dementia 16 52%Diabetes/Chronic Kidney Disease 13 42%
Violence/Injury 9 29%
The Model
CHNA Principles (Sarah Rosenbaum, GWU)
Multisector collaborations; shared ownership Community engagement to improve results Community definition: population wide
interventions + targeting health disparities Transparency Evidence-based interventions & innovative
practices Evaluation /continuous improvement Quality data from diverse sources
Collective Impact Conditions of Success
Common Agenda Shared Measurement Systems Mutually Reinforcing Activities Continuous Communication Backbone Support Organizations
John Kania and Mark Kramer; Stanford Social Innovation Review; Winter 2011
IRS & Collaborative CHNA
Separate CHNA reports While a hospital facility may conduct its CHNA
in collaboration with other organizations and facilities … every hospital facility must document the information … in a separate CHNA report …If a hospital facility is collaborating with other facilities and organizations in conducting its CHNA .... portions of the hospital facility's CHNA report may be substantively identical to portions of a CHNA report of a collaborating hospital facility
Shared Governance
IPHI – Process Facilitators Steering Committee
Central Leadership Team (CLT)
Central Stakeholder
Advisory Team (SAT)
Broad Stakeholder
s and Community
Groups
North Leadership Team (NLT)
North Stakeholder
Advisory Team (SAT)
South Leadership Team (SLT)
South Stakeholder
Advisory Team (SAT)
Data Committee
23
Steering Committee
Strategic Thinking, Vision and Leadership Process Design and Planning Recruitment and Engagement of
Hospitals and other Stakeholders Seeking Resources Including External
Funding Initiating the Robert Wood Johnson
Foundation (RWJF) Evaluation Project
24
Regional Leadership Team (RLT)
Representative from each hospital with CHNA responsibility + local health department/s staff as applicable
RLT works with IPHI to design and implement process and data collection; liaise with other hospital staff; liaise with community (provide hospital data as determined by group; assist with
survey distribution and collection; assist with organizing focus groups
Identify Stakeholders Participates in monthly planning conference calls with IPHI Lead who liaises with IPHI, handles region
communications, scheduling and logistics for the process
25
Stakeholder Advisory Team (30-50)
1) Participate in a series of 8-10 meetings between May 2015 & August 2016
2) Contribute to developing the Collaborative’s vision and values.
3) Provide input on design of the assessments, including data indicators, surveys, focus groups, and asset mapping.
4) Share data that is relevant and/or facilitate the participation of community members to provide input through surveys and focus groups.
5) Review assessment data and assist with developing findings and identifying priority strategic issues.
6) Participate in action planning to develop goals, objectives and strategies for improving community health and quality of life.
Also have the opportunity to join and shape implementation efforts that will follow this process.
26
Stakeholder Advisory Team (SAT)
27
Data Advisory CommitteePurpose:• Review/recommend additional indicators• Define/discuss data issues/needs• Provide input on data collection for Community
Themes and Strengths Assessment• Foster “data” communication with N/C/S
regions
Structure:• Collaborative-wide (north, central and south)• Steering committee representative• CCDPH/CDPH/IPHI representatives• 2 representatives from each region• May also include ad-hoc members as the
committee grows28
Three Regions• North• Central• South
The Assessment Process
MAPP Process
Mobilizing for Action through Planning and Partnership
Strategic Thinking
Requires broad-scale information gathering
Encourages exploration of alternatives Places emphasis on future implications of
present decisions Facilitates communication and
participation Accommodates divergent interests and
values
CHSA
CTSA
LPHSA
FOCA
Indicator Categorie
s
37
Community Health Status Assessment
38
BRFSS/YRBSHIV
CDC ENVACS/Census
Social Vulnerability Index
Vital RecordsState/Local Police
Hardship IndexChild Opportunity
IndexIL Cancer Registry
OtherUSDA
COMP dataFinalize tables &
presentation
July =================================> Oct
Timeline Overview
Mar April May June July Aug Sept Oct Nov Dec Jan Feb Mar April May JuneJuly Aug Sept Oct Nov Dec. Jan Feb MarchApril May June
Partnership Development
Plan Assessments (CLT & SAT)
Community Health Status assessment
LPHSA&FOCA review
Community Themes and Strengths Assessment
CHSA Review and findings
CTSA Review & Findings
Strategic Issues
Complete Collaborative CHNA report
Hospitals develop individual chapters
Hospital Approvals
CHNA Filing/Posting
Convene Priority-area Action Teams/train on goals & objectives
Technical assistance to 5 action teams per cluster
Compile/write Implementation planHospitals develop individual local implementation goals if any
Hospital approvals
Post Implementation plans
IPHI Support for collabortive activity
Individual Hospital efforts
IRS Fil ings (depending on hospital fiscal year)
IMPLEMENTATION PLAN DEVELOPMENT
CHNA DEVELOPMENT20172015 2016
Mission, Vision, Values
Mission, Vision and Values – It’s Official!
49
Mission:The Health Impact Collaborative of Cook County will work collaboratively with communities to assess community health needs and assets and implement a shared plan to maximize health equity and wellness.
Vision:Improved health equity, wellness, and quality of life across Cook County
Values
① We believe the highest level of health for all people can only be achieved through the pursuit of social justice and elimination of health disparities and inequities.
② We value having a shared vision and goals with alignment of strategies to achieve greater collective impact while addressing the unique needs of our individual communities.
③ Honoring the diversity of our communities, we value and will strive to include all voices through meaningful community engagement and participatory action.
④ We are committed to emphasizing assets and strengths and ensuring a process that identifies and builds on existing community capacity and resources.
50
Values
⑤ We are committed to data-driven decision making through implementation of evidence-based practices, measurement and evaluation, and using findings to inform resource allocation and quality improvement.
⑥ We are committed to building trust and transparency through fostering an atmosphere of open dialogue, compromise, and decision making.
⑦ We are committed to high quality work to achieve the greatest impact possible.
51
What’s Next?
Results from Collaborative CHNA
Layout-ready/template Collaborative CHNA report with IRS requirements
Layout-ready/template Collaborative Implementation Plan
Formal Evaluation Action-ready community and cross-
hospital partnership to support collective impact Vision for the future……
It started with relationships and possibility…
It continues with hard work and vision…
The future looms with hope and dreams….
Thank You!