Download to read offline
Uploaded byPractical Playbook
BUILDing Multi-Sector Collaborations to Advance Community Health
The document discusses multi-sector collaborations aimed at improving community health through data sharing and evidence generation. It highlights initiatives such as the community health peer learning program and the data across sectors for health project, which focus on addressing social determinants of health and building capacity for health improvement. Key challenges in collaboration include data integration, communication, and governance, with recommendations for successful engagement and relationship building.
More Related Content
Similar to BUILDing Multi-Sector Collaborations to Advance Community Health
More from Practical Playbook
BUILDing Multi-Sector Collaborations to Advance Community Health
- 1. BUILDing Multi-Sector Collaborations toAdvance Community Health • Peter Eckart, Co-Director, Data Across Sectors for Health (DASH); Director for Health Information and Technology, Illinois Public Health Institute • Alison Rein, Director, Community Health Peer Learning Program (CHP); Senior Director, Evidence Generation and Translation, AcademyHealth • Gretchen Benson, Manager, Healthcare Systems Integration, Minneapolis Heart Institute Foundation • Rebecca Lindberg, Director, Population Health, Minneapolis Heart Institute Foundation • Stephanie Fenniri, Senior Community Partnerships Manager, Parkland Center for Clinical Innovation
- 2. All In: Datafor Community Health 1. Support a data movement that empowers communities to address social determinants of health 2. Build an evidence base for the field of multi-sector data use to improve health 3. Stimulate and support peer learning and collaboration
- 3. DASH and CHPare All In! Community Health Peer Learning Program (CHP) NPO: AcademyHealth, Washington DC; with National Partnership for Women & Families and NORC as partners Funded by the Office of the National Coordinator for Health IT 15 communities: 10 Participant and 5 Subject Matter Expert Data Across Sectors for Health (DASH) NPO: Illinois Public Health Institute in partnership with the Michigan Public Health Institute Funded by the Robert Wood Johnson Foundation 10 communities
- 4. DASH and CHPTheory of Change Shared data and information Multi-sector Collaboration Outcome: Capacity Building to Drive Community Health Improvement
- 5. The Metcalfe NetworkEffect
- 6. All In isa Learning Collaboration
- 7. Total Network of25 Projects 10 projects – DASH Cohort 15 projects – CHP Cohort
- 8. Geographic Scale 0 12 3 4 5 6 7 8 Metropolitan Area Neighborhood Tribal Area State Multiple Neighborhoods Multi-County Region City or Town County CHP DASH
- 9. Sectors Represented 0 510 15 20 25 Tribal Community Development Transportation Economic Development Private Environment Criminal Justice Government Academia Education Housing Nonprofit/Community-based Organizations Public Health Behavioral Health & Social Services Health Care CHP DASH
- 10. Data Types /Sources 0 2 4 6 8 10 12 14 16 Community Health Needs Assessment Service Utilization Other Social Service Survey Data Public Health Geographic, Temporal Data Health Information Exchange Insurance Claims Private Records Public Records Electronic Health Records CHP DASH
- 11. Collaboration: A NationalPerspective Organizational missions both drive and inhibit collaboration Collaboration slows down the work, at least initially In-person encounters are critical to relationship building Meaningful peer-to-peer collaboration must be staffed Opportunities for learning exist at ALL levels: • NPO-to-NPO • Grantee-to-grantee Distributed leadership requires clear delineation and documentation of roles, responsibilities and accountability Honesty, respect, and compassion are key ingredients It helps (a lot) to like your collaborators
- 12. Indicators of Progress Enabling Factors •Community collaboration • Resources • Data & technology infrastructure System Features • Structure and process • Governance • Workflow • Training • Technical factors • User- orientation • Timeliness • Interoperability Successful Use Cases • Number and variety of use cases • Participating sectors • Usefulness • Acceptability • Sustainability
- 13.
- 14. HONU is a10-year demonstration project designed to apply and widely disseminate established, evidence- informed health improvement practices, based on the community’s own level of risk and customized to their preferences.
- 16. Project Objectives Long-term: Reducethe number of heart attacks over 10 years among residents age 40-79 years Moderate-term: Improve the proportion of residents with controlled modifiable heart disease risk factors over 5 years. 1. Elevated blood lipids (i.e., total/LDL/HDL cholesterol, triglycerides) 2. High blood pressure 3. Uncontrolled glucose (i.e., type 2 diabetes, pre-diabetes) 4. Obesity 5. Tobacco use 6. Physical inactivity 7. Low fruit/vegetable consumption 8. Uncontrolled stress 9. Medication (i.e., antithrombotics, antidyslipidemia, antihypertension) underutilization/non-adherence
- 17. Challenge #1 Most healthrelated behaviors are not systematically tracked in the electronic health record
- 18. Collecting & UtilizingData Data Integration Plan Synthesize & share with target audiences Community Needs Resident surveys Focus groups Parent surveys Classroom tallies Environmental assessments Built environment Nutrition environment Policy assessment Electronic health records 90% of residents have data in the record (80% of target population) Screening data Behavioral Health-related data Desired Impact Create interventions to improve population health
- 19. New Ulm, MN- 2009 Community Diagnosis 41% Obese 35% Overweight 38% Metabolic syndrome 17% Consumed 5 fruits and vegetables a day
- 20. Heart of NewUlm Project Approach Healthcare CommunityWorksite
- 21. Effective Interventions Smoking policies,complete streets Program partnerships, farmer’s markets/ CSAs, community-wide health challenges, social marketing campaigns NUMC interventions, 100 largest employer worksite wellness programs, restaurants, grocery store, convenience store interventions, Safe Routes to School Health education components to worksite, clinical and community programs HBC phone coaching, NUMC provider initiatives, lipid clinic
- 22. NUMC’s Role Leveraging datato engage key stakeholders & create community ownership Challenge #2
- 23. Communications Strategy Spread EducationalLifestyle Messages Everywhere
- 24.
- 25. Comparison of HONUChanges to NHANES NHANES 2009-10 NHANES 2011-12 NHANES Change HONU 2008-09 HONU 2012-13 HONU Change BP at goal (<140/90 mmHg) 83.1% 82.5% -0.6 79.3% 86.0% +6.7 BP medication 35.2% 36.8% +1.6 38.3% 47.6% +9.3 LDL at goal (< 130 mg/dL) 64.3% 63.7% -0.6 68.0% 72.0% +4.0 Cholesterol at goal (<200 mg/dL) 47.5% 46.9% -0.6 58.3% 65.1% +6.8 Not Obese (BMI <30) 62.5% 62.3% -0.2 55.9% 55.2% -0.7 NHANES data selected for participants age 40-79, white non-Hispanic to provide a comparison group similar to New Ulm resident demographics, sample weights applied for analysis
- 27. Behavior Changes AmongScreening Participants age 40-79 Measure 2009 (n = 3123) 2011 (n = 1976) 2014/15 (n = 1008) Smoking 7.9 7.4 5.5 Physical Activity (at least 150 minutes / week) 63.9 96.0 96.2 Fruit and Vegetables (5 or more servings per day) 16.3 26.6 30.2 Screening analysis is age and gender adjusted to account for differential age and gender distributions in each screening time period.
- 30. Current challenge ‣How dowe continue to track behaviors over time to continue to inform progress and decisions going forward? How do we continue to track behaviors over time? Current Challenge
- 31. Contact information Rebecca Lindberg,MPH, RD Director, Population Health Minneapolis Heart Institute Foundation P: 612.863.4087 [email protected] Twitter: @relindberg Gretchen Benson, RD, CDE Manager, Healthcare Systems Integration Minneapolis Heart Institute Foundation P: 612.863.4222 [email protected] Twitter: @gbenson300
- 33. Food for Health:Coordinating Care Across Sectors to Improve Health Among Vulnerable Populations
- 34.
- 38.
- 39.
- 40.
- 41. CHALLENGES For DASH, WorkflowsInform Technology
- 43. A framework forchallenges Technical & Operational Relationship Management Communication & Governance Trust & Control Making the Value Case Interoperability Data Quality & Usefulness Familiarity with Data Resources
- 44. Our Role: Tolisten, identify, characterize, and then (try) to help resolve As two coordinating nodes on the All In network, DASH and CHP are continuously: Monitoring and reflecting back what we hear as being major challenges and areas of mutual concern Cultivating opportunities for peer-learning and collaboration This is often an organic process, but sometimes we explicitly ask With a collective cohort of 25/43, we have started to solicit feedback regarding key challenges and (early) lessons learned
- 45. Learning from 43projects: technical challenges Partners are ready, but vendors are not; vendor solutions are often clunky with poor user interface Patient/client matching is hard and under resourced Building technical interfaces for multiple EHR systems is time and resource intensive, and not scalable Few standards exist for capture, sharing and integration of social determinants data elements
- 46. Learning from 43projects: governance challenges Policies on data sharing differ by sector, and within government Establishing trust relationships within healthcare is (very) hard; tougher still with increased number and nature of partners HIPAA provides useful frame for data use within healthcare absent consent, but this does not (necessarily) extend to other sectors / other use cases.
- 47. Learning from 43projects: communicating value Story telling; use case based narrative Tailor scenarios to specific audiences Each service offering and use case has a different value proposition; consider what value the data sharer receives Vertical alignment of missions can demonstrate potential to accomplish everyone's goals together Show people the PRODUCT. Show them a beautifully designed data display that enables them to answer critical questions, and they will understand the value
- 48. Learning from 43projects: advice Build on existing trusting relationships Technology is the least of your concerns - you'll acquire that through a great relationship This is new to a lot of people; you're not preaching to the converted, so don't underestimate the number of times you have to say the same thing - five different ways! Include an influential non-government neutral visionary Get community buy-in and agreement on key evaluation measures Relationships are the key to being able to move (integration) forward
- 49.
- 50. Four tiers tobuild the All In network
- 51. Go All In! Sign up for news at dashconnect.org Follow us at @DASH_connect and @AcademyHealth #CHPhealthIT