Building Coalitions & Sustaining Partnerships Healthcare Association of New York State Statewide Prevention Agenda Technical Support Group Monday, June 3, 2013 webinar

National event designed to: • Raise awareness and increase

understanding of the vital role of community health improvement strategies

• Demonstrate the value and impact of community health initiatives, both within the organization and to a wide range of community stakeholders

• Celebrate community health professionals in a variety of roles

Putting the Pieces Together • Setting the Table: Defining Coalitions • Why Coalitions? • Putting the Pieces Together

• Key Factors & Considerations: Building Coalitions • Challenges & Barriers • Strategies for Sustainability • Where are you? Checklist

• Tales from the Field • U Matter Schenectady • P2Collaborative of Western New York • Healthy Capital District Initiative

• Questions & Answers

Defining Coalitions

“voluntary collaboration of diverse community organizations, which have joined forces in order to pursue a shared interest in

improving community health”

Source: Kramer and Specht 1969; Black 1983; Brown 1984; Butterfoss, Goodman, and Wandersman 1996; Wandersman, Valois, Ochs et al 1996; Kreuter and Lezin 1998

Why Coalitions? • New York State Prevention

Agenda 2013-17 • Call to action for local

collaboration to improve health

• Hospitals: Community Service Plans, Community Health Needs Assessment

• Local DOH: Community Health Assessments, CHIPs

• Patient Protection and Affordable Care Act/IRS Regulations

• “It’s the right thing to do”

“Americans are a peculiar people. If, in a local community, a citizen becomes aware of a human need that is not met, he thereupon discusses the

situation with his neighbors. Suddenly a committee comes into existence. The

committee thereupon begins to operate on behalf of the need, and a new common function is established. It is like watching a miracle.”

Alexis de Tocqueville, Democracy in America

Building Coalitions: Key Factors & Considerations 1. Clear vision & mission 2. Membership composition

1. Engage community 3. A plan of action for

prioritizing need and implementation

4. Dedicated resources 5. Defined infrastructure &

processes 6. Leadership, governance &

decision making 7. Communicate & promote 8. Accountability &

performance measures

Challenges • Aligning interests • Resources &

organizational capacity

• Unrealistic expectations

• Managing conflict • Building leadership • Ongoing engagement • Quantifiable results

Barriers • Turf & competition • Bad history • Failure to act • Dominance by

professional • Lack of common vision • Failure to provide and

create leadership • Poor links to the

community

Source: Sustaining Community-Based Initiatives (Module One), W.K. Kellogg Foundation, with The Healthcare Forum

Barriers • Turf & competition • Bad history • Failure to act • Dominance by

professional • Lack of common vision • Failure to provide and

create leadership • Poor links to the

community

Source: Sustaining Community-Based Initiatives (Module One), W.K. Kellogg Foundation, with The Healthcare Forum

Strategies for Sustainability • Should be built in from

the start • Prepared to adapt to

change and evolution • Know when it’s time to end

• Promote, recruit & engage on an ongoing basis

• Incorporate accountability

• Celebrate success • Recognize every member

Where are you? Checklist • “Core” organizations

prepared & committed • “Right” players are

identified and engaged • Shared vision articulated

and agreed upon • Clear understanding of

goals, objectives, expectations, infrastructure (e.g., meetings)

• Roles understood • Communications and

outreach plan established • Financial needs are known

and addressed

Source: Collaboration Primer, Health Research and Educational, 2003

Where are you? Checklist • Work is monitored,

evaluated, and revised on a regular basis

• Best practices researched and shared

• Assets have been mapped • Plans for sustainability and

engagement are integrated • New members recruited

overall or on an initiative-specific basis

• Defined governance model Source: Collaboration Primer, Health Research and Educational, 2003

Tales from the Field

ELLIS MEDICINE Erin Buckenmeyer, MPH, Community Health Outreach Coordinator

Building the Schenectady Coalition for a Healthy Community

• Began as Ellis Medicine’s Medical Home Advisory Group – Build and grow on an existing foundation

• Ellis’ CEO brought the idea of a “boots on the ground” assessment to the group – Asked for feedback and commitment – Project has been framed as the community’s, not Ellis

Medicine’s – Initial funding from The Schenectady Foundation

• Met with leaders from Schenectady County Public Health to determine additional organizations to be recruited

• Formed a “Community Committee” – comprised of community residents – to provide different perspective

LEADERSHIP UMatter Schenectady Press Event

February 21, 2013

What keeps people engaged? • Acquisition of neighborhood-level data

– Provides targeted information about the needs of those we serve – Needed to support and evaluate programs/services and inform policy,

systems, and environmental change – In looking at health broadly, many different interests are satisfied

• Playing an active role – SCAP assisted with the recruitment, hiring, and training of the

Community Health Workers – Many organizations served as survey sites – Asked coalition members to join one of four subcommittees – Meeting regularly

• Creating a positive buzz – News of UMatter spread throughout Schenectady, especially by word

of mouth – Organizations want to be a part of it

Building in Accountability • Made a promise to the community that this survey would drive

action • The coalition is developing a Community Action Plan, in which

everyone has a stake (Ellis Medicine and Schenectady County Public Health will be submitting the same implementation plan)

• Need one or more designated individuals to coordinate execution of the plan and evaluate progress, as well as champions at each organization

• Plan should include benchmarks/measurable goals to motivate action

• Coalition members should report on updates, challenges, and successes throughout the implementation phase

• Keep community residents involved in developing and implementing the plan – their built-in investment will drive change

P2 COLLABORATIVE OF WESTERN NEW YORK

Kate Ebersole, Director, Care Transformation and Community Health Improvement

dedi

cate

d to

impr

ovin

g th

e he

alth

of p

eopl

e in

wes

tern

New

Yor

k

Proudly serving the 8 counties of Western New York. 25

County Health Ranking Framework 26

P2 Initiatives

Health Behaviors (25%)

Clinical Care (44%)

Social and Economic Factors (25%)

Physical Environment (6%)

P2 Role in the Community 27

P2 Role in Niagara County 28

• Partnered in the development and ongoing convening of the Mayor’s Task Group for a Healthier Niagara Falls

• Coordinating a pilot focused on depression in high Medicaid clinics in Niagara Falls

• Provided funding for quality improvement initiatives in hospital clinics and the FQHC, and primary care practices across Niagara County

• Partnering with 5 churches to run a faith based pilot in Niagara Falls to improve health outcomes and increase participation in self-management classes and programs (CDSMP, DPP others)

• Working with the Health Department of Niagara County, the four hospitals and various community organizations on the CHA/CSP process

• Providing a wide range of services and support creates engagement at many levels and allows us to create value and connections that support the CHA/CSP process

P2 Role in Cattaraugus County 29

• Developed deep dive analysis of health factors through HEAL 9 • Actively participate in the Healthy Livable Community Consortium and

provide facilitation services • Provided funding for quality improvement initiatives in primary care offices,

hospitals and the FQHC • Working with hospital and Office of the Aging in a Care Transitions contract

to reduce readmissions • Coordinate self-management programming through rural health office • Working to provide monetary and technical support for behavioral health

providers • Conducted community level conversations and taught local citizens to

conduct their own conversations in five Cattaraugus County venues • The wide range of services and support creates credibility for us that allows

us to successfully facilitate the CHA/CSP process and enhance the level of engagement in the process

Lessons Learned 30

• Use county ranking framework to determine ways to improve health and health outcomes at the community level

• Meet each county/community where they are at • Create value on many levels for partners to keep them engaged • Help macro level organizations understand micro level community concerns • Use various outreach efforts to connect diverse community partners • Look for ways to use current funding or to leverage different funding

streams to enhance CHA/CSP efforts

HEALTHY CAPITAL DISTRICT INITIATIVE

Kevin Jobin-Davis, PhD, Executive Director

About HCDI • Formed in 1997 to more

effectively identify and address public health problems in Capital Region

• Today, an incorporated not-for-profit, governed by hospitals, local health departments, Medicaid insurers, and Catholic Charities • Improved access to health

services for over 46,000 needy children and adults in the Capital Region

• Each year, assist more than 4,000 people with no- or low-cost health insurance applications

Programs • Public Health Insurance

Enrollment Services • Public Health Planning • Seal-A- Smile • Poverello Center

Building Coalitions • Make sure you

recruit the “right” people

• Be clear about coalition commitment, purpose and logistics

• Create a strong infrastructure for coalition meetings

Achieving Results • Strategy & planning

• Beyond what to do • Building the Business

model • “Payment” is

important for everyone

• Stay the course • Promote success

Sustainability: Key ingredients • Shared interests &

priorities • Form new coalitions

as priorities change • Dedicate sufficient

resources • Don’t forget rewards

and recognition

Key Takeaways • Commitment, leadership, and champions are a must • Aligned interest and values are critical • Appropriate investment and resources are necessary for

sustainability • Coalitions are dynamic

• “No one ones want to be on a coalition for life” • Connect, network, and grow

• Engage: give everyone a role • Accountability and measurement are essential • Reward, recognize, and celebrate

Prevention Agenda 2013-2017: New York State's Health

Improvement Plan

http://www.health.ny.gov/prevention/prevention_agenda/2013-2017

Sue Ellen Wagner , Vice President, HANYS Community Health swagner@hanys.org

Eileen Clinton, Director, HANYS

eclinton@hanys.org

Patty Montone-Charvat, President Montone Charvat Marketing Communications

cpcharvat@aol.com