Making Measurable Progress to Strengthen Healthy Lifestyles Catherine Saucedo Deputy Director Smoking Cessation Leadership Center UCSF April 24 2013 Topics for Today Performance Partnerships Making measureable progress to strengthen healthy lifestyles ID: 674177
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Performance Partnerships: Making Measurable Progress to Strengthen Healthy Lifestyles
Catherine Saucedo,
Deputy Director
Smoking Cessation Leadership
Center
UCSF
April 24, 2013Slide2
Topics for Today
Performance Partnerships – Making measureable progress to strengthen healthy lifestyles
Example of Performance Partnership in California
Planning for the Summit
Discussion:
Sustaining the partnership
Partnership Know HowSlide3
National Program Office of the Robert Wood Johnson Foundation
Additional funding from VA, CDC, SAMHSA and Legacy
Started at UCSF in 2003
In last 4 years have moved into addictions and mental health
Collaborated with the State CDP in 2009
What
is SCLC?Slide4
Increase the number of quit attempts
Aims to normalize tobacco treatment among health professionals
Broaden access to cessation tools and resources
SCLC AimSlide5
What is a Performance Partnership?
Partnership organized around a specific, measurable result
Model developed in the 90’s that has produced a variety of measurable
results.
First developed in Tillamook County, Oregon, in the Eighties to reduce teenage pregnancySlide6
Federal, State, City and County Partners signed the MOUSlide7
Another Angle on Partnerships
Coalescing in a particular geographic area
Establishing a single, measurable outcome and convening a wide array of partners to try to accomplish
it
Examples throughout California in rural and urban countiesSlide8
A Way to Stretch Scarce Resources
Partnerships can be greater than the sum of the parts
Population-based approaches are feasible with partnerships
We can make a big dent in the smoking prevalence
rate and improve the health of our communitiesSlide9
The Performance Partnership Model
Model requires assembling a group of partners all interested in attacking the same issue
Model asks four
questions
Questions are the basis of the action planSlide10
The Four Questions
Where are we now?
Where
do we want to be?
How will we get there?
How will we know we are getting there? Slide11
Setting the Baseline
Need a jumping-off point against which to measure progress
Statistical baselines are good– teen pregnancy rates, school dropout rates, childhood immunization rates
In the case of smoking cessation–
number of clinicians that intervene with smoking patients.Slide12
Trend Over Time DataSlide13
Robert Wood Johnson Foundation – county health rankings
http://www.countyhealthrankings.org/
Interactive Tobacco Map Provides Latest Data on State Smoking Laws
http://www.rwjf.org/publichealth/product.jsp?id=56548
CDC Behavioral Risk Factor Surveillance System
http
://
apps.nccd.cdc.gov/brfss/
County benchmarksSlide14
Chronic Disease IndicatorsSlide15
County Health RankingsSlide16
Setting a Target
This requires complete agreement on a single
measurable
outcome
Agreement on the what rather than the howThis provides the focus for the partnershipSlide17
Multiple Strategies
No one party owns the answer to “How will we know we are getting there?”
Allow a wide array of strategies– even competing strategies– to be used by the various partners
Loose governance structure
This maximizes engagement and commitment among partnersSlide18
Measures Keep Partners on Track
Devise a measurement strategy
Both process and outcome measures are needed
If measures are moving in the wrong direction, regroup and rethink strategies
Publicize progress to keep partners involvedSlide19
Celebrate Successes
As you progress toward your goal, honor those who are making a difference
Use data to indicate your success
Share what is working with partners and communitySlide20
Catalytic Leadership
Leadership style based on vision, building partnerships, collaboration, and
passion
A
style of leadership placing the good of the community and the accomplishment of an agreed upon outcome over personal gain or recognitionSlide21
Kirsten Hansen, Curriculum Development Manager
Do You
cAARd
?
Performance Partnership ExampleSlide22
Diabetes and Tobacco Cessation
Be Proactive
Five year collaboration between the California Tobacco Control Program, the California Diabetes Program and the Helpline
Goal: Help people with diabetes who smoke to quit by accessing Helpline services
Do You cAARd? CampaignPerformance Partnership ModelSlide23
Summit
Getting the right people there
Invited diabetes educators to write an essay on why it was important to them to participate on a tobacco cessation task force
Having the right data
Surveyed all diabetes educators on attitudes & practices around smoking cessation
Sharing the right information
Presented Helpline efficacy data to elicit buy-in for referral to the program
Shared the Clinical Practice Guidelines for Treating Tobacco Use & DependenceSlide24
The Four Questions
Where are we now?
44% of CDEs have referred their patients with diabetes who use tobacco to the Helpline.
Where do we want to be?
Increase number of diabetes educators who refer patients to 75%
How will we get there?
Multiple strategies including tool kit, continuing education, public relations & provider materials
How will we know we are getting there?
Annual survey, # of tool kits downloaded, # of CEU programs, # Helpline materials ordered & # of calls from people with diabetesSlide25
Do You cAARd
? Campaign Results
Do you refer your patients who smoke to the California Smokers’ Helpline?
2006: 44% (baseline)
2007: 53%2008: 60%2009: 80% (75% was the goal)Slide26
Do You cAARd
? Campaign Results
How confident are you in your ability to help your clients quit smoking?
54% to 79%
What is the phone number for the Helpline?33% to 76%
Have you distributed Gold Cards to your clients who smoke?
18% to 70%Slide27
Do You cAARd
? Campaign Results
Produced tobacco cessation champions
Directly reached over 1,200 providers and another 34,000 via exhibit booths
Distributed materials and offered online training via the website with 16,000 visitors
Task force implemented 5 regional performance partnership summitsSlide28
Tobacco Cessation Champion
Deb Greenwood, Diabetes Clinical Nurse Specialist, Sutter Medical Foundation
Implemented an online referral system
Published an article, “Utilizing clinical support staff and electronic health records to increase tobacco use documentation and referrals to a state
quitline”.Slide29
Contact Information
Kirsten Hansen
Center for Tobacco Cessation
www.centerforcessation.org
k3hansen@ucsd.edu
858-300-1012Slide30
Performance Partnerships:
Summit Implementation
Reason S. Reyes, MPA
Director of Technical Assistance
CA4 Health Action Institute
Sacramento
~ April 24, 2013Slide31
The Four Questions
Where are we now? (baseline)
Where do we want to be? (target)
How will we get there? (multiple strategies)
How will we know we are getting there? (measures)Slide32
Key Roles
Convener
Facilitator
Recorder
Planning Committee
EXPERTS ON PERFORMANCE PARTNERSHIP MODELSlide33
Convener
Catalytic leadership
Brings partners to the table
Maintains the momentum
Spearheads summit planning and post-summit implementation
Identify
and convene committed partners for the planning committee
Act as a liaison between host agency and partners
Designate and works with summit facilitator, recorder, to develop agenda
Ensure data gathered
on the state’s smoking prevalence among people with behavioral health issues to support the baseline
Provide
adequate baseline data prior to the summit and generate PowerPoint slides for the gallery walk
33Slide34
Facilitator
Drives the 4 Questions at the Summit
Exceptional listener, synthesizer, and holds neutral role
Works with the Convener and Recorder to ensure action plan is developed at the end of the summit
Ability to control the agenda while giving the work to the group
Trained on results-based accountability model,
eg
Sherbrooke
Consulting, others
34Slide35
Recorder
Sets
the tone for the work to be done
Captures actions
and commitments made during the summit in real
time
Drives
the direction of the action
plan
Work with the facilitator and convener to develop agenda and other materials
Skill set:
Excellent
listening and writing skills, computer literate, detailed and ability to multi-task in a fast pasted
environment
Familiarity
with subject matter, vocabulary, language and participants
Participate
in team planning,
conference
calls, and the
summit
35Slide36
Planning Committee
Led by the convener, core leadership team to drive the work forward
Includes above 3 key roles, plus evaluator
Logistics administrator
Commitment to regular calls/meetings to prepare
Participate in post-summit implementation
See timeline
36Slide37
Logistics
Location
Room type
Food
AgendaCommunicate summit detailsSee timeline
37Slide38
The Summit Room
38Slide39
Gallery Walk
Example: “It’s Quitting Time, LA!”Slide40
Gallery Guide
Generate discussion around baseline and target Slide41
Timeline
41Slide42
Timeline (2)
42Slide43
Technical Assistance
Free Listserv:
100PIONEERS@LISTSERV.UCSF.EDU
Toll-Free:
1-877-509-3786SCLC website: http://smokingcessationleadership.ucsf.edu/index.htm
43Slide44
Sustaining the Partnership
After the summit and beyondSlide45
What Happens Next
Immediately solidify and start implementing the action plan
Model very fast pace of action
Plan is a work in progress and can be continually updated
Hold frequent early meetings or phone calls to sustain momentumSlide46
Assigning Tasks
Invite partners to sign up for various strategies during the summit and after
Allow self-organization; each group can do it differently
Can be subcommittees, individuals, task force
responsibilitySlide47
Riding Herd on the Partnership
Catalytic leader keeps eye on implementation of the plan
Keep communication going
Watch for breakdowns; step in to try to help
Reminds the group they are capable of making change on their own, as individuals, a full partnership or a task force within the partnershipSlide48
Think Ahead Toward Sustainability
Look for partners who will keep going
Look for a mix of resources to help that happen– funds, leadership support, administrative support, and worker beesSlide49
Strengthen Relationships
Work to build trust and rapport with each partner
Encourage information sharing and trust among partners
Celebrate successes very frequently– keep the tone upbeat and positive
Announce progress to motivate partners to keep goingSlide50
What To Do with Difficult Partners
Keep emphasizing pursuit of the result and flat organization
Many who crave control or don’t care about the result will drop out
Create a climate that makes inordinate power grabs or dominance unacceptable through careful use of language of results
Emphasize that the partnership is not about money, but resultsSlide51
Partnership know howSlide52
Get Your Data Organized First
For your locality, have an answer to the question, “Where are we now?”
If you have comparison data for neighboring localities, it can be useful to spark competitive spirit.
Look for recent surveys and studies, contact state health and tobacco control agencies, use Internet to search for more information
Start thinking of a good, inspiring name for the partnership and build consensus for adopting itSlide53
Defining the Challenge
Need to answer the question, “Why should I get involved?”
Clarify the case for joining the
partnership
Recruiting people who want to make a differenceSlide54
Scouting for Key Partners
Who cares most about the result?
Who can bring resources to the table?
Who
can work collaboratively? Who might some unorthodox players be– not just the usual suspects?Slide55
Persuading them to join
Make the pitch one on one
Use your data
Appeal to altruism– it’s the right thing to do
Explain that all will share accountability for the result, and no one person will have to do it allUrge potential partners to bring resources to the table– resources of any kind, from funding to person powerSlide56
Be Aware of the Politics
Model the shared-power approach
Downplay rivalries and turf battles by emphasizing shared desire to achieve result
Think carefully about messages– strategize communications to avoid conflicts
Tailor messages to meet needs of various audiences, including individualsSlide57
Thank you!http://smokingcessationleadership.ucsf.edu