Collaborative and Innovative Leadership Models. Phantane J. Sprowls, Program Analyst Office of Nutrition and Health Promotion Programs May 24, 2016

Transcription

1 Collaborative and Innovative Leadership Models Phantane J. Sprowls, Program Analyst Office of Nutrition and Health Promotion Programs May 24, 2016

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3 Six Key Program Sustainability Elements Business Planning and Financial Sustainability Effective Leadership Partnerships Adequate Delivery Infrastructure Centralized, Coordinated Logistical Processes Quality Assurance Business plan, contracts, health care reimbursement, non-older Americans Act financing Substantial involvement of state/regional/tribal aging, public health, and disability entities Strategic partnerships with organizations that have capacity to embed programs into routine operations Capacity to increase access to programs targeting a significant geographic area or population base Coordinated public awareness, education, marketing, recruitment efforts Being data driven with CQI and fidelity monitoring to ensure quality and promote value

4 Leadership Models Leadership infrastructure centralized within: State agency (aging or public health) Community-based organization Previously established or created for the purpose of strengthening/sustaining EBPs throughout a state/region University or other academic institution Involvement of a steering committee or other advisory group Could include representatives from above-mentioned organizations, as well as health care organizations, community members, workshop facilitators, etc.

5 Project Leadership Elements Influencing Communicating ideas, gaining acceptance, motivating others to support and implement ideas Project objectives Keeping the interests of the project at the forefront Change Being flexible and nimble to adapt to change based on context, environment, budget, etc. People Ensuring the right people/partners are present within your leadership structure and their skills/resources are utilized and valued appropriately

6 Leadership Learnings Collaborative leadership is key to success Spans functional and organizational boundaries Commitment is required at various levels, including state, regional, and local No silos! Roles and responsibilities must be clearly identified Accomplished through formal/informal agreements (contracts, MOUs), as well as ongoing communication (regular phone calls, in-person meetings, etc.)

7 Final Inspiration If you want to go quickly, go alone. If you want to go far, go together. ~African Proverb

8 Collaborative and Innovative Leadership Models NH Falls Risk Reduction Task Force: a Partnership of Support Lora Wise Program Leader Northern New England Geriatric Education Center Dartmouth Centers for Health and Aging Rebecca Sky Project Director Foundation for Healthy Communities

9 What is the Task Force? Started in 1999 Active membership of 20 individuals or organizations, with 300 representatives in overall network Goals: o reduce rate of death and disability due to falls o reduce falls in older adults o falls prevention education for professionals and the public Coordination, collaboration Wide array of funding sources, highly variable funding streams All projects are evaluated and appropriate data collected Work closely with the State of New Hampshire s Injury Prevention program

10 Leveraging existing Task Force relationships to facilitate program Partners Expertise Communications Annual Conference Dissemination Programs Balance Days implementation

11 How our efforts benefit the Task Force Support for community based or healthcare organizations offering falls prevention programs not currently funded by grants Content for conferences and educational programs Promotion of screening and programs Website improvements Data collection Furthering our joint mission!

12 CDSME and Falls Prevention National Resource Centers Meeting Collaborative & Innovative Leadership Models May 24 th,

13 Today s Agenda Better Choices, Better Health South Dakota (BCBH) Structure Why an Advisory Council? Master Trainer Outreach Ambassadors Strategies for Engaging Healthcare 13

14 Our Team 14

15 Infrastructure STATEWIDE COLLABORATION REGIONAL COORDINATION LOCAL COMMUNITIES 15

16 Infrastructure Statewide Partnership osd DOH, SDSU Extension, SD DSS Leadership Team odirectors, Coordinators, Outreach Ambassadors Regional Contacts Action Committees Advisory Council Master Trainers Lay Leaders 16

17 New BCBH Structure BCBH Network Mission - promote expansion, implementation, coordination, and sustainability of a quality chronic disease self-management program statewide. ADVISORY COUNCIL REGIONAL CONTACTS MASTER TRAINERS LAY LEADERS ACTION COMMITTEES Provide non-binding strategic advice Recognized lead contact in regions to streamline and coordinate BCBH activity Facilitate BCBH workshops, LL trainings, & mentor new leaders Facilitate BCBH workshops Focus on a particular task / area of BCBH 17

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19 Advisory Council Purpose: To provide Non-binding strategic advise to the BCBH Leadership Team Diverse representation that supports statewide sustainability How To Contribute: Bring to scale the BCBH program 19

20 Advisory Council Discussion Example Participation is a challenge for a statewide program like BCBH. Ideas, suggestions, and out of the box thinking Getting people excited to attend a workshop/creating a got to go attitude How to get providers, health team, and more to routinely send their patients, clients, friends, etc. to a workshop Ideas and concepts that have worked Create best practices for rural SD 20

21 Master Trainer Outreach Ambassadors Health systems>>> Vicki Palmreuter Adults with disabilities>>> Fran Rice Adults, especially in remote areas with limited access>>> Jessica Rappe Tribal communities>>> Cole Hunter 21

22 Working With Health Systems Care delivery to manage chronic disease Need a CHAMPION in the organization Shared successes and opportunities (i.e. referrals, data) CHNA requirements align with CDSMP outcomes 22

23 Engaging Healthcare Patient Portal Message >>> Regional Health Electronic Medical Record Referrals >>> Horizon Health Care (FQHC) Postcard mailings >>> Sanford Health Align with Strategic Plan >>> Regional Health 23

24 Lessons Learned - Engaging Healthcare Understand process for sending communication to patients and allow enough time Have a plan in place if referrals exceed capacity Keep healthcare partners informed Be patient 24

25 Suzanne Stluka Food & Families Program Director SDSU Extension BCBH Information Call Toll-free Vicki Palmreuter Chronic Disease Self-Management Program Consultant Master Trainer, Better Choices, Better Health SD SDSU Extension BCBH BCBH Web Site Stanford University 25