Collaborative and Innovative Leadership Models Phantane J. Sprowls, Program Analyst Office of Nutrition and Health Promotion Programs May 24, 2016
Collaborative and Innovative Leadership Models
Phantane J. Sprowls, Program Analyst
Office of Nutrition and Health Promotion Programs
May 24, 2016
Six Key Program Sustainability Elements
• Business plan, contracts, health care reimbursement, non-Older Americans Act financing
Business Planning and
Financial Sustainability
• Substantial involvement of state/regional/tribal aging, public health, and disability entities
Effective Leadership
• Strategic partnerships with organizations that have capacity to embed programs into routine operationsPartnerships
• Capacity to increase access to programs targeting a significant geographic area or population base
Adequate Delivery Infrastructure
• Coordinated public awareness, education, marketing, recruitment efforts
Centralized, Coordinated Logistical Processes
• Being data driven with CQI and fidelity monitoring to ensure quality and promote value
Quality Assurance
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.
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
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.)
Final Inspiration
“If you want to go quickly, go alone.
If you want to go far, go together.” ~African Proverb
NH Falls Risk Reduction Task Force: a Partnership of Support
Lora WiseProgram Leader
Northern New England Geriatric Education CenterDartmouth Centers for Health and Aging
Rebecca SkyProject Director
Foundation for Healthy Communities
Collaborative and Innovative Leadership Models
• 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
What is the Task Force?
Leveraging existing Task Force relationships to facilitate program
implementation
• Partners
• Expertise
• Communications
• Annual Conference
• Dissemination– Programs
– Balance Days
How our efforts benefit theTask 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!
CDSME and Falls Prevention National Resource Centers Meeting
Collaborative & Innovative Leadership ModelsMay 24th, 2016
12
Better Choices, Better Health® South Dakota
(BCBH) Structure
Why an Advisory Council?
Master Trainer Outreach Ambassadors
Strategies for Engaging Healthcare
13
Today’s Agenda
14
Our Team
InfrastructureSTATEWIDE
COLLABORATION
REGIONAL COORDINATION
LOCAL COMMUNITIES
15
16
Infrastructure
Statewide PartnershipoSD DOH, SDSU Extension, SD DSS
Leadership TeamoDirectors, Coordinators, Outreach
AmbassadorsRegional ContactsAction Committees Advisory Council
Master Trainers
Lay Leaders
17
BCBH Network Mission - promote expansion, implementation, coordination, and
sustainability of a quality chronic disease self-management program statewide.
ADVISORY
COUNCIL
Provide non-binding
strategic advice
REGIONAL
CONTACTS
Recognized lead contact in
regions to streamline and
coordinate BCBH activity
MASTER
TRAINERS
Facilitate BCBH workshops,
LL trainings, & mentor
new leaders
LAY LEADERS Facilitate BCBH workshops
ACTION
COMMITTEES
Focus on a particular task /
area of BCBH
New BCBH Structure
18
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
Advisory Council
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
21
Health systems>>> Vicki Palmreuter
Adults with disabilities>>> Fran Rice
Adults, especially in remote areas with limited access>>> Jessica Rappe
Tribal communities>>> Cole Hunter
Master Trainer Outreach Ambassadors
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
23
Patient Portal Email Message >>> Regional Health
Electronic Medical Record Referrals >>> Horizon Health Care (FQHC)
Postcard mailings >>> Sanford Health
Align with Strategic Plan >>> Regional Health
Engaging Healthcare
24
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
Lessons Learned - Engaging Healthcare
BCBH Information
Call Toll-free 1.888.484.3800
BCBH Email [email protected]
BCBH Web Sitehttp://betterchoicesbetterhealthsd.org
Stanford Universityhttp://patienteducation.stanford.edu/programs/cdsmp.html
Suzanne StlukaFood & Families Program DirectorSDSU [email protected]
Vicki PalmreuterChronic Disease Self-Management Program Consultant Master Trainer, Better Choices, Better Health® SDSDSU [email protected]
25