Community Health Improvement Plan Implementation Plan

Transcription

1 Olmsted County, Minnesota Community Health Improvement Plan Implementation Plan Making the Healthy Choice the Easy Choice A Collaborative Community Effort Led by: Olmsted County Public Health Services, Olmsted Medical Center and Mayo Clinic Rochester April 2018

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3 Table of Contents Community Health Improvement Plan Context Purpose Framework Process Our Future: From Planning to Action Logic Model Implementation Monitoring and Evaluation Community Health Assessment and Planning Process Vision, Values and Goals Community Health Improvement Plan Logic Model Community Health Assessment and Planning Core Values Actionable and Sustainable Collaboration Community Focus Data Driven Health Equity Community Health Priorities and Strategies Motor Vehicle Injury Prevention Vaccine Preventable Diseases Overweight/Obesity Mental Health Financial Stress Appendix A: Olmsted County Community Health Assessment and Planning Process Membership Lists

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5 Community Health Improvement Plan Context Purpose In early 2012, discussions began between Olmsted County Public Health Services, Olmsted Medical Center, and Mayo Clinic on the opportunity to work together on a collective health assessment and planning process to produce a joint community health needs assessment (CHNA) and community health improvement plan (CHIP). Olmsted County Public Health Services has conducted community health assessments and developed improvement plans since the enactment of the Local Public Health Act in 1976 (Minnesota State Statute 145A). However, new requirements for local public health agencies in Minnesota and non-profit hospitals provided a unique opportunity to conduct one community health assessment and planning process for Olmsted County. Local public health agencies in Minnesota are required to develop a plan with, and for the community. This requirement is evident within the Minnesota Local Public Health Assessment and Planning Process. This state-wide process integrates and aligns local public health deliverables with the national accreditation standards and measures (Public Health Accreditation Board - PHAB). PHAB requires local public health agencies to (1) participate in or lead a collaborative process resulting in a comprehensive community health assessment and (2) conduct a comprehensive planning process resulting in a CHIP. In addition to the requirements for local public health agencies, a requirement in the Patient Protection and Affordable Care Act (PPACA) requires non-profit hospitals to conduct a CHNA every three years to maintain their tax-exempt status. Within Olmsted County, two organizations fit this PPACA requirement: Olmsted Medical Center and Mayo Clinic. Olmsted County continues to look above and beyond these state and federal requirements and focuses efforts on the true value and benefits of community collaboration. Because of the numerous past collaborations and partnerships within Olmsted County - and specifically between Olmsted County Public Health Services, Olmsted Medical Center, and Mayo Clinic - one joint CHAP process has been identified as the best strategy for all three organizations and ultimately, the entire community. This is the right thing to do! The purpose and true intent of the current CHIP is to provide guidance to the full community on improving the current CHIP health priorities. The CHIP is grounded in results from the 2016 Community Health Needs Assessment, has been developed collaboratively with community members, and is one process to address and improve community needs. Specifically, the CHIP: Describes the CHAP process, including partners involved Outlines the five community health priorities, along with the prioritization process used Identifies community-level strategies with measurable and time-framed objectives Describes future implementation, monitoring and evaluation activities For a complete description of the organizational requirements, please refer to Appendix B in the CHIP supplemental document: Supplemental Document. 5

6 Community Health Improvement Plan Context Framework Several best practice frameworks and models influence and guide Olmsted County s CHAP process. The CHAP process does not follow one specific framework or model in its entirety; however, the combination of all frameworks steered the innovative collaborative nature of the overall community-driven CHAP process. Steps and/or phases of the following frameworks/models were used throughout Olmsted County s CHAP process: Collective Impact Core Public Health Functions and Essential Services County Health Rankings and Roadmaps Health Impact Pyramid Minnesota Local Public Health Assessment and Planning Process Mobilizing for Action through Planning and Partnerships Precede-Proceed Model Social Determinants of Health Framework For a complete description and listing of the guiding frameworks used in the community health assessment and planning process, please refer to Appendix C in the CHIP supplemental document: Supplemental Document. 6 Process Assess Health Indicators With guidance and leadership from the CHAP Data Subgroup and Core Group, a comprehensive community health needs assessment (CHNA) was completed in late The assessment process integrated a variety of steps, including: identifying potential health indicators; collecting and analyzing relevant information, including data from a community survey and community listening sessions; and the assembly and dissemination of the final document. For a further defined CHNA process, please refer to Olmsted County s 2016 Community Health Needs Assessment: Olmsted County Community Health Needs Assessment. Prioritize Health Indicators A process to prioritize the health issues of Olmsted County was developed and implemented in Spring Local data on each issue (i.e. objective factors) was presented and shared with community groups which in turn contributed subjective scores/factors to the full prioritization process (refer to Appendix E in the CHNA Supplemental Document: Olmsted County Community Health Needs Assessment. Identify Workgroups Establishing workgroups and leads has allowed for more thoughtful planning for the 2018 CHIP. In mid-2016 the community health integration (CHI) specialist was hired and her primary focus was to help the workgroups establish foundational components to support the implementation of the 2018 CHIP. Established workgroups also allowed for greater participation in the development of strategies for each CHIP priority. Learning from the previous CHIP, a small planning group was established for motor vehicle injury prevention to assist with the creation of the data profile and strategy selection. (cont.) For a list of community priority workgroup leads, refer to Appendix D in the CHIP supplemental document: Supplemental Document.

7 Community Health Improvement Plan Context Process (cont.) Develop Community Strategies Data Profiles Data profiles were created for every priority to provide a deeper dive into each of the CHIP priorities to assist with strategy selection and action planning. The profiles include both quantitative and qualitative data that was collected through various data sources to better understand each priority in Olmsted County. Each profile also includes contributing factors (local conditions) and an asset and gaps map. All data profiles and executive summaries can be found on Olmsted County Public Health Services website: Olmsted County CHIP Health Assessment and Planning Partnership Support The CHIP strategies were presented to the Health Assessment and Planning Partnership (HAPP) to solicit final input and ask for support of the proposed strategies. Data Profiles Community Input Planning Summit In October 2017, the CHIP workgroup leads and members from the CHAP Core Group held a day-long planning summit. The summit allowed workgroup leads to select strategies and develop work plans and evaluation plans. Community Input In 2016, quarterly community health forums were established to bring community members together to learn and network and to promote a healthier community. The November 2017 community health forum provided a venue for community members to provide feedback on the strategies developed by the workgroups for each CHIP strategy. Additionally, members of the Public Health Services Advisory Board provided input for each CHIP strategy. All feedback provided by community members was incorporated into the final work plans for each strategy. Planning Summit Community Strategies 7

8 Our Future: From Planning to Action Logic Model The CHAP logic model provides a high-level look at how the CHAP value strategies and CHIP priorities are connected and essential to improving the health of our community. The logic model pulls out high-level outputs and outcomes developed for each strategy and priority to provide a visual representation of the work related to the CHIP that is being done. The inputs reflect resources and support that is needed to reach the long-term goals. Strategies include the overarching strategies and priorities identified in the CHIP. Outputs answer How much do we do?, while the short term and intermediate outcomes focus on answering How well did we do it? and Is anyone better off?. Long-term outcomes reflect the population measures associated with the CHIP priorities and CHAP process values and CHAP values. Implementation Plan CHIP workgroups and the CHAP Core Group developed their implementation plans based on how to best achieve their objectives. Each strategy (priority and CHAP values) uses the same work plan template to outline activities, who is responsible and resources needed. The work plans are meant to be dynamic and will be updated to reflect the current work. Monitoring and Evaluation Plan Monitoring and evaluation considerations were developed in tandem with action plans for the CHIP priorities and CHAP values. Like the action plans, the monitoring and evaluation plans are meant to be flexible and dynamic and capture the resources needed to conduct monitoring and evaluation activities. The monitoring and evaluation plans uses both logic model concepts and Results Based Accountability to simplify the terminology. 8

9 Community Health Assessment and Planning Process Vision, Values and Goals Core Values In 2017, core values were developed for the entire CHAP process. The core values serve as guiding principles and provide a foundation for the entire process. The core values were identified by workgroup leads, the CHAP Data Subgroup and Core Group. The health assessment and planning partnership members provided input for the definitions of the core values. Cross-cutting strategies were identified for each value that was outside the scope of the workgroups. These strategies are essential to successful implementation of the CHIP and will help advance community efforts. Specific activities around each of the strategies were identified by the CHAP Core Group and CHIP workgroup leads. The CHIP core values share the same issue statement, goal and outcome objectives: Issue Statement: Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal: Integrate core values into the CHAP process. Outcome Objective: By 2023, all CHIP priority strategies will reflect and embed the CHAP core values. Overarching Goals Throughout the CHAP process, and explicitly seen within the CHIP, is alignment with national initiatives, specifically with Healthy People With this alignment, all CHAP process groups agreed upon adhering and supporting the following allencompassing CHAP goals: Attain high-quality, longer lives free of preventable disease, disability, injury, and premature death Promote quality of life, healthy development, and healthy behaviors across all life stages Create social and physical environments that promote good health for all Achieve health equity, eliminate disparities, and improve health of all groups For a listing of state and national priorities, refer to Appendix H in the supplemental document: Supplemental Document. 9

10 Olmsted County Community Health Improvement Plan Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Improve engagement Adoption of community-wide definition of health equity Develop communication and marketing plan Identify desired state of CHNA Improve partnership # of new members # of new organizations # of participants in the development of the definition # of organizations that participate in the development of the definition # of action items identified # of action items implemented # of CHAP groups that provide feedback # of methods prioritized # of participants in creation of matrix # of roles and responsibilities identified CHAP groups reporting they are informed on the CHAP process Community-wide definition of health equity adopted in communication and marketing activities CHNA desired state identified in understanding roles and responsibilities participation in CHAP efforts in the community s understanding of health equity in the communities awareness of CHAP efforts in data display methods used for the CHNA Roles and responsibilities clarified in obesity and overweight rates in Olmsted County in motor vehicle injuries caused by distracted driving in Olmsted County residents reporting having optimal mental health or maintain the # of reported VPDs in Olmsted County in Olmsted County adults reporting living in financial stress Work on identified CHIP Priorities through community collaboration # of CHIP priorities that are actively being worked on community participation in CHIP workgroups in policy, systems and environmental change strategies being implemented by workgroups CHIP priority strategies will reflect and embed the CHAP core values 10

11 Community Health Assessment and Planning Process Core Values Community Health Assessment & Planning Process Core Values Actionable & Sustainable Collaboration Community Focus Data Driven Health Equity 11

12 Actionable and Sustainable Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Establish funding commitment by CCHI Incorporate traditional and non-traditional funding sources # needs identified # of participants in assessment # of traditional funding sources identified # of non-traditional funding sources identified # of grants identified # of grants applied for Funding ask created Needs prioritized Traditional and nontradition funding sources definition created Funding commitment established Funding made available for prioritized needs Traditional and nontraditional funding sources incorporated in diverse and adequate funding for the CHAP process CHIP priority strategies will reflect and embed the CHAP core values Develop and sign agreement documentation # of participants in creation of matrix # of roles and responsibilities identified # of organization identified to sign agreement documentation Agreement document agreement created in understanding roles and responsibilities Roles and responsibilities clarified 12

13 Actionable and Sustainable Work Plan Definition The CHAP process fosters a culture of continuous improvement and that all efforts are adequately resourced and measurable Issue Statement Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal Integrate core values into the CHAP process Population Goal and Objectives Outcome Objectives By 2023, all CHIP priority strategies will reflect and embed the CHAP core values Team Members Core Group Coalition of Community Health Integration (CCHI) Meaghan Sherden, Community Health Integration (CHI) Specialist Start Date: April 30, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE Legal support Grant writing 13

14 Actionable and Sustainable Work Plan Strategies and Objectives Strategy 1: Ensure diverse and adequate funding for the CHAP process By Q2 2018, a funding commitment by the Coalition for Community Health Integration (CCHI) will be determined for the CHAP process By Q4 2018, research best practices and incorporate a minimum of two traditional and non-traditional funding sources By Q4 2020, apply for a minimum of two competitive grants to assist with CHIP implementation Key Activities Who is responsible? By when? Assessment of full CHAP process needs, including: FTE In-kind Core Group- CHI Specialist April 30, 2018 ROI CHIP workgroup needs based on workplan Report Out Summary CHI Specialist Jun 30, 2018 Prioritize needs CHI Specialist June 30, 2018 Research best practices to fund CHAP process CHI Specialist June 15, 2018 Report out/summary of best practices CHI Specialist June 27, 2018 Identify contributing organizations budget process Core Group June 30, 2018 Review current contract Core Group June 30, 2018 Crosswalk of current state vs desired state Core Group July 15, 2018 Develop contract wants/asks Core Group July 31, 2018 Define traditional and non-traditional funding sources Core Group July 31, 2018 Update contract to reflect changes Core Group August 31, 2018 Develop data base of funding sources that includes grant periods CHI Specialist August 31, 2018 Research continuous grants CHI Specialist August 31, 2018 Begin contact negotiations Core Group September 30, 2018 Create grant approval process CCHI September 30, 2018 Create grant workgroup CCHI September 30, 2018 Incorporate funding sources Core Group Ongoing after Oct 1, 2018 Write grants Grant Workgroup Ongoing after Oct 1, 2018 Solicit feedback from grantors Grant Workgroup Ongoing after Oct 1, 2018 Incorporate feedback into next grant process Grant Workgroup Ongoing after Oct 1,

15 Actionable and Sustainable Work Plan Strategies and Objectives Strategy 2: Clarify roles and responsibilities of all organizations involved in the CHAP process By Q4 2018, all organizations will have a signed memorandum of understanding (MOU) that clearly identifies their roles and responsibilities Key Activities Who is responsible? By when? Identify proper agreement documentation (MOU, CIA, etc.) Core Group April 30, 2018 Identify all organizations that need to be involved full CHAP process Core Group April 30, 2018 Identify levels of roles and responsibilities Core Group April 30, 2018 Develop roles and responsibility matrix that includes both: Current Core Group May 15, 2018 Desired Feedback on roles and responsibility matrix Core Group July 31, 2018 Develop draft language that includes accountability Core Group July 31, 2018 Legal consult for draft language Core Group August 15, 2018 Create process for getting agreement documentation signed and identify signers from each organization CCHI September 30, 2018 Signed agreement documentation Core Group December 31,

16 Actionable and Sustainable Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Establish a funding commitment by the Coalition for Community Health Integration (CCHI) for the CHAP process Apply for competitive grants Research best funding practices Identify and incorporate traditional and non-traditional funding sources Create and signed agreement documentation Develop roles and responsibility matrix Conduct full assessment of CHAP Process needs # needs identified # of grants identified # of grants applied for # of best practices researched # of best practices identified # of traditional funding sources identified # of non-traditional funding sources identified # of organization identified to sign agreement documentation # of participants in creation of matrix # of roles and responsibilities identified # of needs identified # of participants in assessment Funding ask created Funding commitment established % of identified grants applied for % of applied grants for awarded Report created Traditional and non-tradition funding sources definition created Agreement document agreement created Matrix developed Needs prioritized Best practices implemented Traditional and non-traditional funding sources incorporated % of identified organization that sign the agreement documentation Matrix used in creation of agreement documentation Funding made available for prioritized needs 16

17 Collaboration Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Assess satisfaction and engagement of CHAP process groups Implement engagement action items Develop Core Group Charter Recruit members for Core Group # of CHAP process participants that took the survey # of CHAP process participants identified # of action items identified # of action items implemented # of draft charters reviewed # of new members # of new organizations in satisfaction and engagement Core Group Charter developed in Core Group membership in member retention CHAP Core Group includes major stakeholders of CHAP process groups that find value in participating in the CHAP process CHIP priority strategies will reflect and embed the CHAP core values in meaningful interactions between all CHAP process groups 17

18 Collaboration Work Plan Definition The CHAP process aims to work with multiple partners across all sectors in our community in a deliberate and transparent way, to achieve our shared goals Issue Statement Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal Integrate core values into the CHAP process Population Goal and Objectives Outcome Objectives By 2023, all CHIP priority strategies will reflect and embed the CHAP core values Core Group Team Members Meaghan Sherden, Community Health Integration (CHI) Specialist Start Date: July 31, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE Facilitation Evaluation support SurveyMonkey 18

19 Collaboration Work Plan Strategies and Objectives Strategy 1: Expand the CHAP Core Group to include major stakeholders By Q4 2019, all identified major stakeholders will be active members of the CHAP Core Group Key Activities Who is Responsible? By When? Utilize research of best practices (MAPP) CHI Specialist July 31, 2018 Utilize roles and responsibility matrix Core Group August 31, 2018 Assess current Core Group membership Core Group September 31, 2018 Identify who is missing (including feedback form CHAP workgroup) Core Group September 31, 2018 Develop Core Group charter Core Group December 31, 2018 Adopt charter Core Group January 31, 2019 Recruit members Core Group February 28, 2019 Signed agreement documentation Core Group April 30, 2019 Strategy 2: Enhance meaningful interactions between all CHAP process groups By Q4 2020, increase satisfaction and engagement of all CHAP process groups (baseline to be determined in 2018) Key Activities Who is Responsible? By When? Identify who receives survey Core Group- CHI Specialist August 31, 2018 Develop satisfaction engagement tool CHI Specialist September 30, 2018 Administer satisfaction engagement tool CHI Specialist October 31, 2018 Develop satisfaction engagement report CHI Specialist November 30, 2018 Share satisfaction engagement report CHI Specialist December 31, 2018 Based on satisfaction engagement report, develop action items Core Group December 31, 2018 Implement satisfaction engagement action items Core Group December 31,

20 Collaboration Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Assess satisfaction and engagement of CHAP process groups Develop and implement satisfaction and engagement action items # of CHAP process participants that took the survey # of CHAP process participants identified # of action items identified # of action items implemented Survey administered % of action items that were identified were implemented Develop Core Group Charter # of draft charters reviewed Core Group charter developed Recruit members for Core Group # of new members # of new organizations % of Core Group members that are new % of CHAP process participants that completed survey % of CHAP process groups that find value in participating in the % of members that find value in participating in the Core Group 20

21 Community Focus Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Conduct membership audits Implement recruitment strategies Develop communications and marketing plan Develop community engagement plan # of audits completed # of gaps identified # of recruitment strategies identified # of recruitment strategies implemented # of new members identified # of action items identified # of action items implemented # of CHAP process groups that participate in the development of the plans Recruitment strategies identified Communications and marketing and community engagement plan developed in workgroup members that are new to the CHAP process in community engagement activities in communication and marketing activities in Olmsted County residents knowing about the CHAP process CHIP priority strategies will reflect and embed the CHAP core values community involvement in the CHAP process 21

22 Community Focus Work Plan Definition The CHAP process brings together a broad community voice through deliberate and authentic community engagement and ensures that all efforts are being implemented with community input Issue Statement Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal Integrate core values into the CHAP process Population Goal and Objectives Outcome Objectives By 2023, all CHIP priority strategies will reflect and embed the CHAP core values Sue Fargo Prosser, Mayo Clinic Core Group Team Members Barb Sorenson, Olmsted Medical Center Core Group Communications and Marketing Workgroup Community Engagement Workgroup Meaghan Sherden, Community Health Integration (CHI) Specialist Start Date: March 31, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE Money based on plan Membership audit tool Incentives Food Meeting location 22

23 Community Focus Work Plan Strategies and Objectives Strategy 1: Develop and enhance marketing and communication By Q4 2020, implement a marketing and communications plan for the CHAP process Key Activities Who is responsible? By when? Recruit members for communications and marketing workgroup Core Group- Barb Sorenson and Sue Fargo Prosser July 31, 2018 Create communications and marketing workgroup Communications and Marketing Workgroup July 31, 2018 Assess CHAP process communication and marketing needs Communications and Marketing Workgroup October 31, 2018 Prioritize communication and marketing needs Communications and Marketing Workgroup December 31, 2018 Create communication and marketing plan that includes metrics Communications and Marketing Workgroup August 31, 2019 Share draft communication and marketing plan and get feedback Communications and Marketing Workgroup September 31, 2019 Incorporate feedback into communication and marketing plan Communications and Marketing Workgroup October 15, 2019 Implement communication and marketing plan Communications and Marketing Workgroup October 31, 2019 Capture metrics Communications and Marketing Workgroup Ongoing after November 1, 2019 Include metrics in evaluation reports Communications and Marketing Workgroup Ongoing after November 1,

24 Community Focus Work Plan Strategies and Objectives Strategy 2: Expand community involvement in the CHAP process By Q4 2020, create a process to ensure all community voices are represented Key Activities Who is responsible? By when? Develop membership audit CHI Specialist March 31, 2018 Develop community engagement workgroup criteria and Core Group - CHI Specialist March 31, 2018 deliverables Membership audits of all CHAP process CHI Specialist March 31, 2018, January 31, 2019 and 2020 Recruit for community engagement workgroup Core Group - CHI Specialist April 15, 2018 Create community engagement workgroup Core Group - CHI Specialist April 30, 2018 Review membership audits Core Group and Workgroup Leads April 30, 2018, February 28, 2019 and 2020 Develop recruitment strategies Core Group and Workgroup Leads May 15, 2018, March 31, 2019 and 2020 Implement recruitment strategies Core Group and Workgroup Leads May 31, 2018 and April 1, 2019 and 2020 Develop community engagement plan that includes: Evaluation metrics Health equity Convince surveys Community Engagement Workgroup June 30, 2018 Listening Sessions Prioritization Community Dialogues Incorporate feedback into community engagement plan Community Engagement Workgroup July 31, 2018 Implement community engagement plan and evaluation Community Engagement Workgroup Ongoing after August 1, 2018 Provide report outs to stakeholders Community Engagement Workgroup Ongoing after August 1, 2018 Based on evaluation, make necessary changes Community Engagement Workgroup Ongoing after August 1,

25 Community Focus Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Recruit members for the communications and marketing and community engagement workgroup Conduct membership audits Develop and implement communications and marketing and community engagement plans Implement recruitment strategies # of potential members identified # of workgroup members # of organizations represented on workgroup # of audits completed # of gaps identified # of action items identified # of action items implemented # of CHAP process groups that participate in the development of the plans # of recruitment strategies identified # of recruitment strategies implemented # of new members identified % of potential members identified that participate in the workgroups Recruitment strategies identified Communications and marketing and community engagement plans developed % of action items identified that were implemented % of workgroup members that are new to the CHAP process % of recruitment strategies implemented % of action items identified that were implemented % of workgroup members that are new to the CHAP process 25

26 Data Driven Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Develop and implement evaluation plan Publish CHIP annual report Identify desired state of CHNA Pilot new data display methods # of action items identified # of action items implemented # of CHAP process groups that participate in the development of the plan # of key stakeholders that receive the report # of CHAP groups that provide feedback # of data display methods identified # of data display methods prioritized # of participants in pilot Evaluation plan developed Annual report published Data display methods prioritized in key stakeholders that read the evaluation report CHNA desired state identified in evaluation activities for the CHAP process CHIP priority strategies will reflect and embed the CHAP core values in data display methods used for the CHNA 26

27 Data Driven Work Plan Definition The CHAP process uses multiple valid and timely data approaches, including both qualitative and quantitative, to ensure there are no gaps in understanding our community s needs Issue Statement Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal Integrate core values into the CHAP process Population Goal and Objectives Outcome Objectives By 2023, all CHIP priority strategies will reflect and embed the CHAP core values Team Members Meaghan Sherden, Community Health Integration (CHI) Specialist Core Group Stacy Sundve, Olmsted County Public Health Services Core Group and Data Subgroup Data Subgroup Evaluation Workgroup Start Date: February 28, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE Evaluation workgroup Evaluation tools Display methods 27

28 Data Driven Work Plan Strategies and Objectives Strategy 1: Develop and implement a systematic way to evaluate the CHAP process By Q4 2020, implement a fully comprehensive evaluation plan that includes process and outcome metrics Key Activities Who is responsible? By when? Develop evaluation workgroup criteria and deliverables Core Group - CHI Specialist June 30, 2018 Recruit evaluation workgroup CHI Specialist July 31, 2018 Create evaluation workgroup CHI Specialist August 31, 2018 Define fully comprehensive evaluation plan, including: Theory Models Determine evaluation stakeholders Evaluation Workgroup October 31, 2018 Terminology Qualitative and Quantitative data Develop process and outcome metrics from CHAP process Evaluation Workgroup November 30, 2018 Develop three-year evaluation plan Evaluation Workgroup January 31, 2019 Implement evaluation plan Evaluation Workgroup Ongoing after February 1, 2019 Develop evaluation reports based on stakeholder needs Evaluation Workgroup Ongoing after February 1, 2019 Share evaluation reports Evaluation Workgroup Ongoing after February 1, 2019 Include evaluation results into future processes Evaluation Workgroup Ongoing after February 1,

29 Data Driven Work Plan Strategies and Objectives Strategy 2: Turn data into information Through 2020, a CHIP evaluation report will be published annually By Q4 2019, the CHNA will display data in additional ways, including a health disparity index and relevant maps Key Activities Who is responsible? By when? Create CHIP evaluation plan CHI Specialist February 28, 2018 CHIP workgroups implement evaluation plan CHI Specialist Ongoing after March 1, 2018 Research how others display data, including health equity Data Subgroup - Stacy Sundve May 31, 2018 Review 2016 CHNA Data Subgroup and HAPP June 30, 2018 Identify desired state for the CHNA, including: What Stacy Sundve September 30, 2018 How Prioritize top three methods to display data one of which will be related to health equity Stacy Sundve November 30, 2018 Develop CHIP evaluation (annual) report template Evaluation Workgroup December 31, 2018 Analyze and synthesize process and outcome evaluation data Evaluation Workgroup January 15, 2019 and 2020 Write CHIP evaluation (annual) report CHI Specialist February 15, 2019 and 2020 Incorporate data display methods into CHNA Stacy Sundve March 31, 2019 Publish share the CHIP evaluation (annual) report CHI Specialist March 31, 2019 and 2020 Pilot changes to the CHNA Core Group- Stacy Sundve April 30, 2019 Make modifications based on pilot feedback Data Subgroup - Stacy Sundve May 31, 2019 Create 2019 CHNA Data Subgroup - Stacy Sundve October 31, 2019 Publish 2019 CHNA Data Subgroup - Stacy Sundve November 30,

30 Data Driven Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Recruit members for evaluation workgroup Develop and implement comprehensive evaluation plan Publish CHIP evaluation report Identify desired state of CHNA Pilot new data display methods for 2019 CHNA # of potential members identified # of workgroup members # of organizations represented on workgroup # of action items identified # of action items implemented # of CHAP process groups that participate in the development of the plan # of key stakeholders that receive the report # of CHAP groups that provide feedback # of data display methods identified # of data display methods prioritized # of data display methods identified # of data display methods prioritized # of data display methods piloted # of participants in pilot % of potential members identified that participate in the workgroup Evaluation plan developed Annual report published Data display methods prioritized % of prioritized methods piloted % of workgroup members that are new to the CHAP process % of action items identified that were implemented % of key stakeholders that read the evaluation report CHNA desired state identified % of piloted methods that are incorporated into the 2019 CHNA 30

31 Healthy Equity Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Host Health Equity Summit Adoption of community-wide definition of health equity Develop a method to assess the community s knowledge and understanding of health equity Identify desired state of CHNA Pilot new data display methods CHIP workgroups implement health equity activities # of participants # of organization that attend # of health equity definitions reviewed # of participants in the development of the definition # of organizations that participate in the development of the definition # of survey questions reviewed # CHAP groups that provide feedback # of data display methods identified # of data display methods prioritized # of participants in pilot # of health equity activities identified Community-wide definition of health equity developed Survey questions developed Data display methods prioritized in workgroups using data to identify health disparities Community-wide definition of health equity adopted Survey question incorporated into community survey CHNA desired state identified in workgroups that implement health equity activities in the community s understanding of health equity CHIP priority strategies will reflect and embed the CHAP core values in data display methods used for the CHNA in the number of CHAP process activities that include health equity 31

32 Health Equity Work Plan Definition The CHAP process is committed to continuously understanding, identifying and addressing inequities across our community Issue Statement Olmsted County s CHAP process created core values in the Fall of 2017 without clear action steps or linkages to the CHIP priorities. Goal Integrate core values into the CHAP process Population Goal and Objectives Outcome Objectives By 2023, all CHIP priority strategies will reflect and embed the CHAP core values Team Members Meaghan Sherden, Community Health Integration (CHI) Specialist Community Engagement Workgroup Core Group Paul Fleissner, Olmsted County Coalition of Community Health Integration (CCHI) Chair Communications and Marketing Workgroup Data Subgroup Stacy Sundve, Olmsted County Public Health Services Data Subgroup Start Date: January 1, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE $ for community health forums and surveys Display methods Data 32

33 Health Equity Work Plan Strategies and Objectives Strategy 1: Develop and share a community-wide definition of health equity By Q4 2018, develop a community-wide definition of health equity By Q4 2020, develop a method to assess the community s knowledge and understanding of health equity Key Activities Who is responsible? By when? Host Community Health Forum Summit CHI Specialist April 30, 2018 Research health equity definitions CHI Specialist June 15, 2018 Integrate assessing of health equity into all external community Community Engagement Workgroup June 30, 2018 engagement activities Obtain community input on definitions Core Group September 30, 2018 Develop health equity definition Core Group October 31, 2018 Finalize health equity definition Core Group November 30, 2018 CCHI adopts definition of health equity CCHI-Paul Fleissner December 31, 2018 Share and promote definition of health equity Communications and Marketing Workgroup Ongoing after January 1, 2019 Research health equity knowledge and understanding survey Data Subgroup- Stacy Sundve questions September 30, 2020 Develop health equity survey questions for CHNA in 2020 Data Subgroup- Stacy Sundve December 31,

34 Health Equity Work Plan Strategy 2: Identify and address health disparities Strategies and Objectives By Q2 2019, each CHIP workgroup will identify at least one activity to address health equity By Q4 2020, the CHAP process will enhance the use of health disparities data through CHNA mapping and health disparity indices Key Activities Who is responsible? By when? Create CHIP priority data profiles CHI Specialist January 1, 2018 Review CHIP priority data profiles for health disparities and inequities CHI Specialist January 15, 2018 Based on data, select strategy that address health equity CHI Specialist January 31, 2018 Create work and evaluation plan for strategy CHI Specialist February 28, 2018 Implement strategy CHI Specialist Ongoing after March 1, 2018 Evaluate strategy Evaluation Workgroup-CHI Specialist Ongoing after March 1, 2018 Research how others display data, including health equity Data Subgroup- Stacy Sundve May 31, 2018 Review 2016 CHNA Data Subgroup and HAPP June 30, 2018 Identify desired state for the CHNA, including What Stacy Sundve September 30, 2018 How Prioritize top three methods to display data, one of which will be related to health equity Stacy Sundve November 30, 2018 Incorporate methods into CHNA Stacy Sundve March 31, 2019 Pilot changes to the CHNA Core Group- Stacy Sundve April 30, 2019 Make modifications based on pilot feedback Data Subgroup- Stacy Sundve May 31, 2019 Create 2019 CHNA Data Subgroup- Stacy Sundve October 31, 2019 Publish 2019 CHNA Data Subgroup- Stacy Sundve November 30,

35 Health Equity Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Host Community Health Forum - Health Equity Summit # of participants # of organizations that attend % of participants that reported the summit met their person expectations % of participants reporting the summit increased their knowledge on health equity Adopt community-wide definition of health equity # of health equity definitions reviewed # of participants in the development of the definition # of organizations that participate in the development of the definition Community-wide definition of health equity developed Community-wide definition of health equity adopted by Coalition for Community Health Integration (CCHI) Develop a method to assess the community s knowledge and understanding of health equity CHIP workgroups implement health equity activities Identify desired state of CHNA # of survey questions reviewed Survey questions developed # of health equity activities identified # of CHAP groups that provide feedback # of data display methods identified # of data display methods prioritized % of workgroups that identified health equity activities Data display methods prioritized Survey question incorporated into community survey % of workgroup that implement health equity activities CHNA desired state identified Pilot new data display methods for 2019 CHNA # of data display methods identified # of data display methods prioritized # of data display methods piloted % of prioritized methods piloted % of piloted methods that are incorporated into the 2019 CHNA 35

36 Community Health Priorities and Strategies For the CHIP to be truly actionable, action plans are needed to identify activities and measurements for each priority and overarching strategy. The CHIP workgroups developed action plans for each CHIP priority based on the resources available, the capacity of the workgroups and the current community context. The action plans are meant to be flexible and dynamic. The action plans are on the following pages. Each plan includes: Issue Statement: represents underlying challenges that need to be addressed, which lead to improvement of health conditions. Population Goal: desired long-term result for the community priority. Population Outcome Objective: overall long-term effect from strategies (by 2023). Strategy: depicts the identified broad community-based strategy. Objectives: identifies what is trying to be accomplished and are written as SMART (specific, measurable, achievable, relevant and time bound). Process and outcome objectives are included. 36

37 Eating Impaired Driving Drugs Education Prevention Cell Phones Seat Belts Behaviors Teens Distracted Driving Driver Passenger Bystander Motor Vehicle Injury Prevention Visual Distractions Older Adults Laws ing Texting DWI Manual Distractions Alcohol Traffic Crashes Cognitive Distractions 37

38 Motor Vehicle Injury Prevention Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term Advocate for state policy changes # of partners convened to advocate in awareness on potential state laws New state laws adopted OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Support local worksite policy change Establish Olmsted County MVIP collaboration # of worksites reached out to # of meetings # of organizations represented in awareness on worksite distracted driving policies Identified common goals and opportunities for collaboration in worksites that have distracted driving policies in collaborative activities in motor vehicle injuries caused by distracted driving Develop and implement unified social media campaign # of partners that share materials # of partners that contributed to material creation in collaborative social media posts interactions in social media post interactions 38

39 Motor Vehicle Injury Prevention Work Plan Issue Statement Distracted driving is a leading factor in crashes in Minnesota. From , more than 86,000 crashes were distracted driving-related, contributing to one in four crashes in Minnesota. Goal Population Goal and Objectives Reduce the percent of Olmsted County residents reporting distracted driving behaviors Outcome Objectives By 2023, reduce the percentage of Olmsted County youth and adolescents reporting reading and sending and text messages while driving from 38% to 31% Team Members Abby Tricker, Olmsted County Public Health Services Workgroup Lead Jens Dammen, Olmsted County Sheriff s Office Jessica Schleck, Towards Zero Deaths Regional Coordinator Kim Lombard, Mayo Clinic Kyle Bradt, Olmsted County Sherriff s Office Evidence Based: Yes No Policy Component: Yes No Start Date: January 1, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: Workplace policy toolkit.1 FTE coordination Supplies for workplace policy presentation if applicable.1 FTE Media specialist/graphic designer 39

40 Motor Vehicle Injury Prevention Work Plan CHIP Strategies and Objectives Strategy 1: Explore state, local, and organizational policy changes to address distracted driving By Q2 2018, identify at least five possible state or local organizational policy changes that address cell phone use while driving By Q4 2020, collaboratively pass or amend three state or local organizational policies that address cell phone use while driving Key Activities Who is responsible? By when? Contact National Safety Council - Minnesota for resources for workplaces creating or amending driving safety policy Research current state law, distracted driving bills to be introduced in the 2018 legislative session, other state laws addressing distracted driving Meet with Amy Caucutt, County Lobbyist, to discuss potential for County support of the Hands- Free Bill Workgroup Lead February 28, 2018 Workgroup Lead February 28, 2018 Workgroup Lead February 28, 2018 Meet with public health director to discuss Public Health support of the Hands-Free Bill Workgroup Lead February 28, 2018 Review local policy/ordinances around driving distracted Jens Dammen March 31, 2018 Present the Hands-Free Bill to the CORE group and inquire about presenting it to CCHI and asking for support and to advocate for bill passage Workgroup Lead March 31,2018 Present Hands-Free Bill to CCHI and ask for support and advocacy efforts for bill Workgroup Lead April 30, 2018 Research core funding organizations policies around safe driving Workgroup Lead May 31, 2018 Reach out to the Wellness Works Coalition and Rochester Area Chamber of Commerce to share policy resources with its members through a method they feel will be effective (i.e. , presentation at meeting, newsletter, etc.) Through identified method, reach out to workplaces and follow up with those interested in possibly passing or amending safe driving policy Workgroup Lead December 31, 2018 Workgroup Lead February 28, 2019 Assist workplaces in passing a safe driving policy Workgroup Lead December 31, 2020 If a local or state ordinance/law is identified as one that could be amended, work with the necessary partners to amend ordinance/law If a local or state ordinance/law could be passed addressed distracted driving work with necessary partners and/or serve as an advocate for ordinance/law All December 31, 2020 All December 31,

41 Motor Vehicle Injury Prevention Work Plan CHIP Strategies and Objectives Strategy 2: Enhance collaboration between existing traffic safety groups to create unified messaging By Q2 2018, convene four joint meetings with Fatal Review Committee members, Toward Zero Deaths Safe Roads Coalition members, and the Motor Vehicle Injury Prevention CHIP workgroup members to identify common goals and opportunities for collaboration By Q2 2018, ensure representatives from the 4 E s (enforcement, education, engineering, and emergency medical services) are present when developing unified messaging By Q4 2020, implement at least nine unified social media campaigns where three or more partner agencies utilize and share the materials created Key Activities Who Is Responsible? By When? Reach out to different sectors/agencies that represent the 4 E s to come together to discuss the potential for collaborating on media efforts and gauge interest Establish a core group of interested individuals and schedule bi-monthly or quarterly meetings to discuss and coordinate future media efforts Workgroup Lead February 28, 2018 Workgroup Lead March 31, 2018 Create evaluation plan to track media posts/coverage and reach, if possible Identify three campaigns that all partners would like to collaborate on and support in 2018, 2019, 2020 Create different media for each campaign (media releases for local news stations/radio/ newspaper, video, Facebook and Twitter posts, etc.) Create schedule for each campaign and coordinate among partners who is responsible for each piece Evaluate each campaign according to evaluation plan Workgroup Lead Jens Dammen Jessica Schleck Kyle Bradt All Workgroup Lead Jens Dammen Jessica Schleck Kyle Bradt Kyle Bradt (coordinate schedule) All responsible for posting/sharing Kyle Bradt Workgroup Lead April 30, 2018 April 2018 February 2019 & 2020 Ongoing Ongoing Ongoing, after each campaign Repeat previous four activities each year for a total of 9 campaigns All December 31,

42 Motor Vehicle Injury Prevention Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Advocate for state policy changes # of partners convened to advocate % of partners convened that contacted state legislators in support of bill Support local worksite policy change # of worksites reached out to % of worksites partnered with Establish Olmsted County MVIP collaboration Develop and implement unified social media campaign # of meetings # of organizations represented # of partners that share materials # of partners that contributed to material creation Identified common goals and opportunities for collaboration # of unified social media campaigns % of Olmsted County state legislators that supported bill % of worksites that updated or implemented policy change % common goals and opportunities for collaboration acted on % of social media post interaction threshold 42

43 Varicella Disability Outbreaks Emerging Threats Meningococcal Anti-Vaccine Influenza HPV Polio Td PVC DTaP Hib MMR Infectious Disease Hepatitis B Vaccine Hesitancy Vaccine Preventable Diseases Immunizations 43

44 Vaccine Preventable Diseases Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term Conduct key informant interviews # of potential key informant interviews identified # of organizations participating in key informant interviews in knowledge of how forecasting is used to identify vaccination opportunities in vaccine missed opportunities Make the HPV vaccine able in all appropriate clinical settings # of organization met with # of locations met with # of clinics met with in the availability of the HPV vaccine in clinical settings OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Establish a clinical care standard for dispelling misinformation and encouraging administration of the HPV vaccination # outreach activities to healthcare teams # of healthcare teams participating in pilot # of healthcare teams who attended training # of focus group participants in healthcare teams making a strong clinical recommendation for the administration of the HPV vaccine in HPV series completion or maintain the # of reported VPDs in Olmsted County Collaborate with the Somali Health Advisory Committee # of meetings held # of members present at meetings in the knowledge of the MMR vaccine in the Somali population Develop and implement tactics to dispel misinformation and concerns about MMR in the Somali population # of tactic developed # of outreach activities # of participants that took survey participation in CHIP workgroups in MMR rates in the Somali population 44

45 Vaccine Preventable Diseases Work Plan Issue Statement Even though most infants and toddlers in Olmsted County have received all recommended vaccines by age two, many under-immunized children, adolescents and adults remain, leaving the potential for outbreak of disease. Goal Population Goal and Objectives Reduce the incidence of vaccine preventable diseases in Olmsted County Outcome Objectives By 2023, increase the completion rate of the MMR series for Somali children in Olmsted County from 75% to 90% By 2023, increase the completion of the HPV series for adolescents in Olmsted County from 58% to 70% Team Members Dawn Beck, Olmsted County Public Health Services Workgroup Lead Leah Espinda-Brandt, Olmsted County Public Health Services Workgroup Lead Libby Schmidt, Disease Control Specialist, Olmsted County Public Health Services Jessica Warffuel, University of MN School of Public Health Grad Student Meaghan Sherden, Community Health Integration (CHI) Specialist Vaccine Preventable Diseases Workgroup Evidence Based: Yes No Policy Component: Yes No Start Date: January 1, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: Staff time Money for focus groups Printing/ordering materials already created by CDC and HPV networks Staff time for research, social media groups/platforms, trainers Access to MIIC data 45

46 Vaccine Preventable Diseases Work Plan CHIP Strategies and Objectives Strategy 1: Implement education and engagement activities to decrease missed opportunities for vaccinations By Q4 2020, increase healthcare teams using technology to identify vaccination opportunities (baseline to be identified in 2018) By Q4 2020, increase the availability of HPV vaccine in the clinical setting from 12 locations to 16 locations Key Activities Who is responsible? By when? Develop questions for key informant interview with healthcare providers that include: MIIC/technology practices Missed opportunities Patient education Barriers Grad Student February 28, 2018 Identify healthcare organization in Olmsted County that administer HPV and MMR Grad Student February 28, 2018 Develop key informant interview protocol Grad Student February 28, 2018 Identify potential key informants (3 from smaller organizations and 10 from larger organizations) CHIP Workgroup March 8, 2018 Pilot protocol with members from the core group or workgroup Grad Student March 8, 2018 Run MIIC report to determine: Baseline for reporting Data availability Up-to-date HPV vaccination rate Disease Control Specialist March 30, 2018 Missed opportunity rate Qualifiers for the data Data gaps Conduct key informant interviews Grad Student April 1, 2018 Determine MIIC forecasting metric CHIP Workgroup Leads and Disease Control Specialist April 15, 2018 Analyze key informant interviews Grad Student April 15, 2018 Verify which fast care clinics in Olmsted County provide the HPV vaccine CHIP Workgroup Led by Disease Control Specialist April 30,

47 Vaccine Preventable Diseases Work Plan Key Activities Who is responsible? By when? Create key informant interview report that includes: Summary of findings Recommendations Meet with clinical leads at fast cares setting where HPV not offered to determine: Interest Feasibility Costs Partner with interested fast care clinics to offer HPV vaccine CHIP Strategies and Objectives (cont.) 47 Grad Student May 15, 2018 CHIP Workgroup Led by Disease Control Specialist May 31, 2018 CHIP Workgroup Led by Disease Control Specialist June 15, 2018 Provide education materials to fast care clinics CHIP Workgroup Led by Disease Control Specialist June 30, 2018 Collect HPV vaccine administration data from fast care clinics Disease Control Specialist June & December, 2018, 2019, 2020 Run MIIC report every six months Disease Control Specialist June & December, 2018, 2019, 2020 Identified fast care clinics beginning to administer the HPV vaccine Disease Control Specialist August 15, 2018 Based on recommendations, develop appropriate trainings for providers, technology needs, protocol changes and educational materials CHIP Workgroup September 30, 2018 Test training, technology and protocol changes and education materials CHIP Workgroup March 30, 2019 Follow-up with fast care clinics that did not implement administering the HPV vaccine to determine: Interest Feasibility Costs April 30, 2019 Partner with interested fast care clinics to offer HPV vaccine CHIP Workgroup Led by Disease Control Specialist May 31, 2019 Implement training, protocols and education materials CHIP Workgroup May 31, 2019 Evaluate training and education materials CHI Specialist November 2019, May & November 2020 Provide education materials to fast care clinics CHIP Workgroup Led by June 15, 2019 Disease Control Specialist Ensure clinicians have received training on community standard for discussing HPV Subcommittee February 28, 2020 HPV vaccine

48 Vaccine Preventable Diseases Work Plan CHIP Strategies and Objectives Strategy 2: Implement education and engagement activities to dispel misinformation and concerns about MMR and HPV vaccines By Q4 2018, collaborate with the Somali Health Advisory Committee to identify two or more appropriate tactics to dispel misinformation and concerns about MMR in the Somali population By Q4 2020, work with healthcare teams who administer the HPV vaccine to establish a clinical care standard for making a strong recommendation to encourage the administration of the HPV vaccination By Q4 2020, identify two or more appropriate tactics to dispel misinformation and concerns about the HPV vaccine Key Activities Who is responsible? By when? Meet with the Somali Health Advisory Committee to discuss potential partnership and opportunities for collaboration 48 CHIP Workgroup Leads May 31, 2018 Forum sub-committee made up of members of the Somali Health Advisory Committee, key community members and Vaccine Preventable disease workgroup tasked with community MMR Subcommittee June 30, 2018 engagement and education specifically on MMR and the Somali population Create sub-committee that includes healthcare providers that administer the HPV vaccination and workgroup members CHIP Workgroup Leads June 30, 2018 Develop community dialogue questions that focus on: Where and how Somali mothers receive prenatal care Healthcare provider s role in dispelling misinformation MMR Subcommittee July 31, 2018 Trusted sources of information Recruit participants for community dialogues MMR Subcommittee August 31, 2018 Identify facilitator for community dialogues MMR Subcommittee August 31, 2018 Host a series of community dialogues MMR Subcommittee September 30, 2018 Research best practices for education around HPV HPV Subcommittee September 30, 2018 Review key informant interview report HPV Subcommittee September 30, 2018 Review reasons via parent forums/surveys why series not completed HPV Subcommittee September 30, 2018 Research common misunderstanding about HPV HPV Subcommittee September 30, 2018 Develop community dialogues report that includes: Themes Recommendations CHI Specialist to Lead October 31, 2018

49 Vaccine Preventable Diseases Work Plan Develop research report that identifies Themes Best practices Recommendations Key Activities Who is responsible? By when? Based on recommendations, identify five tactics to dispel misinformation and concerns about MMR in the Somali population HPV Subcommittee October 31, 2018 MMR Subcommittee November 30, 2018 Meet with providers to discuss research best practices HPV Subcommittee November 30, 2018 Continue to monitor MMR vaccination rates in the Somali population Review HPV vaccination and missed opportunities rates CHIP Strategies and Objectives (cont.) MMR Subcommittee HPV Subcommittee June and December 2018, 2019 and 2020 June and December 2018, 2019 and 2020 Develop and update work plan for identified tactics MMR Subcommittee December 31, 2018 Identify 2-3 best practices to pilot at focus groups HPV Subcommittee December 31, 2018 Host four parent focus groups to test best practices HPV Subcommittee March 30, 2019 Meet with providers to share research and parent feedback to ensure no conflicting messages HPV Subcommittee April 30, 2019 Based on research, parent and provider feedback, determine clinical care standard HPV Subcommittee June 30, 2019 Develop educational materials/practices based on definition HPV Subcommittee August 31, 2019 Develop provider training HPV Subcommittee August 31, 2019 Host provider trainings HPV Subcommittee September 30, 2019 Test materials and process HPV Subcommittee November 30, 2019 Make necessary changes HPV Subcommittee February 15, 2020 Implement standard HPV Subcommittee February 28, 2020 Six-month check-in on standard HPV Subcommittee July 31, 2020 Make appropriate changes to clinical care standard HPV Subcommittee August 15,

50 Vaccine Preventable Diseases Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Conduct key informant interviews to understand protocols for administrating vaccines and the use of technology forecasting to identify vaccination opportunities Make the HPV vaccine available in all appropriate clinical settings Collaborate with the Somali Health Advisory Committee Develop and implement tactics to dispel misinformation and concerns about MMR in the Somali population Establish a clinical care standard for dispelling misinformation and encouraging administration of the HPV vaccination # of potential key informant interviews identified # of organizations participating in key informant interviews # of organization met with # of locations met with # of clinics met with # of meetings held # of members present # of tactics developed # of outreach activities # of participants that took survey # outreach activities to healthcare teams # of healthcare teams participating in pilot # of healthcare teams who attended training # of focus group participants % of key informant interviews completed % of interested clinics % of healthcare providers using technology Key Informant report completed % of locations that have HPV vaccine available % of participation % of members finding value in participating and collaborating % of tactics implemented % change in knowledge or behavior in Somali population (baseline) % of tactics implemented % of participants that thought the training was useful clinical care standard developed % of healthcare teams that implement the clinical care standard % of providers that understand or value the need for the standard 50

51 Cost of Medical Care Fast Food Farm to Table Lifestyle BMI School Gardens Diabetes Overweight/Obesity Glucose Physical Activity Safe places to exercise Children Parks and Trails Physical Education Safe Routes to School Active Classrooms Competing priorities Active Transportation Mental Health Active Recess Healthy Living Adults Hypertension Processed Foods School Breakfast Programs Chronic Disease Smart Snacks Portion Control Teens Access to healthy foods Heart Disease Body Fat Weight Sedentary 51

52 Overweight/Obesity Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term Recruit community members to participate in the coalition subcommittees # of new members # of members of subcommittee in membership retention participation in CHIP workgroup efforts OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Research effective campaign strategies Development of campaign materials # of effective campaigns researched # of community examples identified # of partners # of different sector examples # of focus group participants # of methods/materials Research report created that identifies criteria for effective strategies in the communities awareness of what is a healthy community in obesity and overweight rates in Olmsted County Diverse community examples are highlighted in campaign Engagement with campaign # of followers # of views # of shared # of different medium methods used # of posts 52

53 Overweight/Obesity Work Plan Issue Statement According to Olmsted County residents, competing priorities are significant factors contributing to overweight and obesity. Goal Reduce overweight and obesity rates amongst Olmsted County residents Population Goal and Objectives Outcome Objectives By 2023, reduce the percentage of Olmsted County adults who are overweight or obese from 68% to 65% By 2023, reduce the percentage of Olmsted County adolescents who are overweight or obese from 22% to 21% Team Members Julie Hatch, Olmsted County Public Health Services Workgroup Lead Caitlin Waterstraat, University of Minnesota Extension Workgroup Lead Meaghan Sherden, Community Health Integration (CHI) Specialist CHIP Workgroup Steering Committee Research Subcommittee Community Engagement Subcommittee Campaign Development Subcommittee Development Subcommittee Evidence Based: Yes No Policy Component: Yes No Start Date: January 8, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: Grant $/budget Campaign coordinator Branding/marketing design Meeting space Web hosting 53

54 Overweight/Obesity Work Plan CHIP Strategies and Objectives Strategy 1: Utilize social capital within the Obesity Coalition membership to recruit specific community leaders to assist with implementation By Q1 2018, increase the coalition s capacity by recruiting up to selected community leaders to assist with implementation of work plans Key Activities Who is responsible? By when? Identify coalition structure and subcommittee responsibilities Workgroup Leads January 8, 2018 Coalition approval of structure Workgroup Leads January 8, 2018 Develop interest survey that documents: Current engagement Strengths Workgroup Leads January 31, 2018 Interest in subcommittees Administer interest survey Workgroup Leads February 2, 2018 Based on survey results, draft proposal for subcommittees Workgroup Leads and CHI Specialist February 15, 2018 Meet with potential steering committee members Workgroup Leads February 22, 2018 Hold first steering committee meeting Workgroup Leads and CHI Specialist March 2, 2018 Determine coalition function and meeting schedule Workgroup Leads March 12, 2018 Establish steering committee charter and meeting schedule Steering Committee March 31, 2018 Conduct current membership audit across the coalition and subcommittees CHI Specialist March 31, 2018 Determine membership needs Steering Committee April 31, 2018 Begin recruitment for new members with specific focus on sector representation Steering Committee April 31, 2018 Conduct membership audit September 2018, CHI Specialist September and March 2018 and 2019 Administer coalition functioning survey September 2018, March CHI Specialist 2019 and 2020 Based on survey, make necessary changes October 15, 2018, April 15, Steering Committee 2019 and 2020 Continue recruitment efforts October 15, 2018, 2019 Steering Committee and 2020 April 15, 2019 and

55 Overweight/Obesity Work Plan CHIP Strategies and Objectives Strategy 2: Implement a county-wide campaign to provide local examples of what a healthy community looks like to increase healthy eating and physical activity that address competing priorities By Q4 2018, research at least three effective campaign strategies and begin initial implementation of a county-wide campaign around what healthy looks like, highlighting evidence-based strategies and local examples By Q4 2020, the marketing campaign will showcase at least eight local examples of what a healthy community looks like Key Activities Who is responsible? By when? Define scope - what is a healthy community Steering Committee January 8, 2018 Define focus of the campaign Steering Committee January 8, 2018 Determine governance structure Steering Committee February 28, 2018 Determine appropriate name for the group (coalition vs task force) Steering Committee March 12, 2018 Create a steering committee Workgroup Leads March 2, 2018 Recruit community leaders that can implement programming Community Engagement Subcommittee April 31, 2018 Recruit community members - knowledgeable change agents in PSE Community Engagement Subcommittee April 31, 2018 Develop research questions (scope) for strategies Research Subcommittee June 30, 2018 Develop budget Development Subcommittee June 30, 2018 Research campaign strategies what is health Research Subcommittee June 30, 2018 Develop process to determine campaign selection based on research Research Subcommittee June 11, 2018 Marketing campaign research (meet with or recruit marketing professionals) to assist with successful campaign options Research Subcommittee June 15, 2018 Review information gathered from asset map and determine which sectors are missing Community Engagement Subcommittee June 15, 2018 Identify potential funding sources Development Subcommittee June 30, 2018 Identify consistent language for healthy Research Subcommittee June 30, 2018 Based on research, determine characteristics and metrics of a successful campaign Research Subcommittee June 30, 2018 Identify key informant interviewees (community members on what they would like to see in a campaign and what methods) Community Engagement Subcommittee June 30, 2018 Create survey for identifying health strategies Campaign Development Subcommittee June 30, 2018 Develop key informant interview questions Campaign Development Subcommittee July 31,

56 Overweight/Obesity Work Plan CHIP Strategies and Objectives (cont.) Key Activities Who is responsible? By when? Train key informant interviewers Campaign Development Subcommittee July 15, 2018 Reach out to missing sectors or groups for examples Community Engagement Subcommittee July 30, 2018 Implement survey Campaign Development Subcommittee July 15-August 15, 2018 Complete key informant interviews and survey report: With 20 possible examples Marketing mix based on research and key informant interviews Campaign Development Subcommittee October 15, 2018 Visual platform for sharing examples Identify examples to create campaign test materials Campaign Development Subcommittee November 30, 2018 Develop CIA/MOU for identified campaign examples Campaign Development Subcommittee December 31, 2018 Create test materials based on research and key informant interviews for 4-5 examples Campaign Development Subcommittee March 31, 2019 Hold focus groups for test materials Campaign Development Subcommittee April 30, 2019 Make modifications Campaign Development Subcommittee May 31, 2019 Test materials via pilot campaign Campaign Development Subcommittee Campaign Development Subcommittee June 30, 2019 Make modifications Campaign Development Subcommittee July 31, 2019 Present final campaign materials to coalition Campaign Development Subcommittee August 12, 2019 Begin implementation of campaign Campaign Development Subcommittee September 1, 2019 Identify examples to create campaign test materials for an additional 4-5 examples Campaign Development Subcommittee January 30, 2020 Create test materials Campaign Development Subcommittee March 31, 2020 Hold focus groups for test materials Campaign Development Subcommittee April 30, 2020 Make modifications Campaign Development Subcommittee May 15, 2020 Test materials via pilot campaign Campaign Development Subcommittee May 31, 2020 Make modifications Campaign Development Subcommittee June 8, 2020 Present final campaign materials to coalition Campaign Development Subcommittee June 8, 2020 Begin implementation of campaign Campaign Development Subcommittee June 30, 2019 Continuously evaluate campaign CHI Specialist Ongoing Develop final report Workgroup Leads December 31,

57 Overweight/Obesity Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Recruit community members to participate in the coalition subcommittees Research effective campaign strategies that highlight what a healthy community looks like Create campaign materials Engagement with campaign # of new members # of members of subcommittee # of effective campaigns researched # of community examples identified # of partners # of different sector examples # of focus group participants # of methods/materials # of followers # of views # of shared # of different medium methods used # of posts % of subcommittee of members that are new Research report created that identifies criteria for effective strategies %/# of pilot examples that pass the focus group testing % of examples that are mix media % of partners that post/share/promote campaign materials Membership retention % of members that find value in participating in the coalition Criteria adopted by coalition % of piloted examples that are implemented # of local examples highlighted % of residents that recall seeing campaign materials % of residents that recall seeing campaign materials reported making a behavior change % of social media post meeting interaction threshold 57

58 Chronic Illness Anxiety Suicide Stigma Fear Advocacy Mental Health Stress Sadness Developmental Eating Disorder Borderline Personality Disorder Social Connectedness Resiliency Coping Panic Wellness Activities Addictions Emotional Therapy Resources Trauma Dental Health Depression Behavioral Quality of Life Self-care Isolation Stable Housing Proper Diet Self-Destruction Support System Access to Care Worry Physical Pain 58

59 Mental Health Logic Model Inputs Strategies Outputs Short Term Intermediate Long Term OMC Mayo OCPHS United Way RAF Community Partners Funding Materials Space Staff Training Develop community group matrix Research community based mental health initiatives Research place-based initiatives # of community groups identified # of community groups that present at mental health workgroup meetings # of community based mental health initiatives researched # of place-based initiatives researched in workgroups knowledge of community efforts in workgroups knowledge of community based mental health initiatives in workgroup knowledge of placebased initiatives in policy, systems and environmental change strategies being implemented by workgroup in Olmsted County residents reporting having optimal mental health Hold advocacy training # of attendees in workgroup members awareness of their role in advocating for policy change 59

60 Mental Health Work Plan Issue Statement According to the Substance Abuse and Mental Health Services Administration, recovery, or a return to optimal mental health, encompasses four dimensions - health, home, purpose and community. Olmsted County residents have indicated that stigma, disconnectedness and a fragmented service delivery system negativity impact these core dimensions of mental wellness. Goal Every Olmsted County resident will have optimal mental health Population Goal and Objectives Outcome Objectives By 2023, increase the percentage of Olmsted County residents reporting they reside in a socially connected neighborhood from 71%to 76% Team Members Meaghan Sherden, Community Health Integration (CHI) Specialist Courtney Lawson, National Alliance on Mental Illness (NAMI) SE MN Workgroup Lead Mary O Neil, Olmsted County Adult and Family Services Workgroup Lead CHIP Workgroup Evidence Based: Yes No Policy Component: Yes No Start Date: January 1, 2018 Strategy Information Estimated Completion Date: December 31, 2020 Resources Needed: FTE - research, coordination, report 60

61 Mental Health Work Plan CHIP Strategies and Objectives Strategy 1: Co-create a pilot project to impact social connectedness in neighborhoods in Olmsted County. By Q4 2019, engage two or more neighborhoods in pilot projects By Q4 2020, develop and distribute a summary of best practices on how to build social connectedness within neighborhoods Key Activities Who is responsible? By when? Create community groups mental health continuum Workgroup January 31, 2018 Based on mental health continuum activity, identify community groups to research and learn more about Workgroup January 31, 2018 Invite groups to present at workgroup meetings Workgroup Leads January 31, 2018 Hold advocacy training CHI Specialist March 31, 2018 Determine workgroup s role in advocating for policy change Workgroup April 15, 2018 Research community-based mental health initiatives Workgroup July 31, 2018 Research place-based initiatives Workgroup July 31, 2018 Identify workgroup strengths and ability to implement strategies Workgroup Leads August 31, 2018 Based on research, workgroups ability and community context, determine workgroup strategies Workgroup September 30, 2018 Update goals, objectives, work and evaluation plans to reflect strategies Workgroup Leads October 31, 2018 Implement and evaluate strategies Workgroup Ongoing after November 30,

62 Mental Health Evaluation Plan What are we going to do? What are we going to measure? Key Activities Outputs/Reach Process Measures Outcome Measures Develop community group matrix and determine which efforts to learn more out Research community-based mental health initiatives Research place-based initiatives Hold advocacy training Determine strategies # of community groups identified # of community groups present at mental health workgroup meetings # of community-based mental health initiatives researched # of place-based initiatives researched # of attendees # of strategies reviewed % of workgroup members that felt the presentation aligned with the workgroup goals Research completed Research completed % of participants that reported the forum met my personal expectations % of participants that reported the information presented will be useful to me and my organization Goals, objectives, work and evaluation plans to reflect strategies updated % of workgroup members that reported that as a result of the community group presentations they are more aware of current efforts focusing mental health in Olmsted County % of participants that reported that as a result of this forum, I am more aware of my role in advocating for policy change % that found value in participating in the training 62

63 Physical Health Worry Food Violence Safety Unemployment Financial Stress Poverty Education Mental Health Vulnerability Relationships Housing Crime Insecurity Basic Needs Stress Unhealthy Coping Behaviors Social Support System Medications Utility Bills Depression Medical Insurance Homelessness Childcare Anxiety 63