Building Strong Communities. Karen Southard, RN, MHA State Director, SC AQIN/QIO

Transcription

1 Building Strong Communities Karen Southard, RN, MHA State Director, SC AQIN/QIO

2 Take Away Tools and resources on how to build effective coalition An understanding on how the power of collective effort will increase desired outcome Ideas on how organize the coalition to get better results Create and ignite a fire

3 Team vs. Coalition a group of people, groups, or countries who have joined together for a common purpose Webster dictionary

4 Why Do Some Coalition Stall?

5 Commitment Curve

6 Motivation- A Common Link Pay for Performance VBM VBP Readmission Reduction Program ACO Bundled Payments Cross Continuum Collaboration

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8 Keys to a Successful Community Coalition Established leadership team to drive the work People who are dedicated to the cause and have time to devote to the work Action oriented A shared purpose with a clear mission and clear goals. The work of the group leads to processes and outcomes to achieve the goals. Set structures in place to hold successful meetings and team members accountable meeting roles, norms of conduct, transparency, agendas

9 Social Network Diagram: 30 Transitions Data Driven

10 A Community SWOT Analysis Strength Knowledge/Skills What is working Common Goals Weakness Lack of resources Silo efforts Opportunity Drivers of readmission Mobilize interventions Threat Competing priorities Culture, beliefs and values Communication Hospital and Facility Relations

11 Data Driven LAN Building Coalition Resilience Building Effective Coalitions Survey Teresa Titus-Howard Focus education on the coalition purpose, goals, and results Identify strengths and opportunities Communication

12 Partnering for Coached discharges: Improved Activation (Co) Improving QI day hospital readmissions per 1,000 eligible beneficiaries Hospital A, monthly Intervention Begins Median: Monthly readmissions per 1,000 eligible Medicare FFS beneficiaries in the target community depict a reduction in readmissions, first observed in July 2009, due to special cause. Readmission rate Median PATIENT ACTIVATION

13 3 Phases of Community Engagement Early Engagement just beginning, discovering (3-6 months) Intermediate Engagement working through RCA, intervention selection (6-9 months) Advanced Community launching interventions, developing strategic community plan, pursuing funding for innovation (>1 year) Learning Community

14 The Diagnostic Checklist for Teams The checklist is organized into three sections: (1) A Real Team With The Right People (2) Compelling Purpose (3) Enabling Structure For each statement in a section, assign a grade (A, B, C, D, or F). Place your grade in the middle column of each section. A team s score for each section is computed by averaging assessment responses for each statement.

15 How is the leadership team s design? A B C D F How might we improve our design? A Real Team With The Right People Grade Overall The team is bounded The team is stable The team is interdependent Members have the diversity of roles and perspectives Members have collaborative skills such as empathy and integrity (1) Why did you give your team this grade? (2) What are the barriers to changing the condition? (3) What do you need to do next to move toward putting this condition in place?

16 The Diagnostic Checklist for Teams How does your team work together? Real teams are bounded, stable, and interdependent for a common purpose. Bounded: Consistent participation. Leaders should be able to name every member of the team. Stable: The team meets regularly with the same people Interdependent: Team members have to work closely together, exchanging information and resources in order to get vital work done.

17 How is the leadership team s design? A B C D F How might we improve our design? Compelling Purpose Grade Overall The team has a shared purpose that is clear to all members The shared purpose is consequential The shared purpose poses a significant challenge that will demand people s best efforts (1) Why did you give your team this grade? (2) What are the barriers to changing the condition? (3) What do you need to do next to move toward putting this condition in place?

18 The Diagnostic Checklist for Teams Does the team s purpose motivate and orient it s members in a common direction? A team must craft a compelling shared purpose for the effort that is clear, challenging, and consequential. Clear: Articulates the outcomes Challenging: Requires the best of what people are capable of. Consequential: Has a real impact on the lives of others, and everyone knows why it matters

19 Developing Intentional Leaders Snowflake Leadership Build on common goals Create a sense of urgency Ask for their help Give them a specific task Bring friends Hospital and Facility Relations Tactical Tip: Motivational Interviewing

20 Developing Intentional Relationships: The of Story of You and Me Have a 1:1 conversation Build on a common issue Look for common goals Leverage buy in Make a date and time to meet again Tactical Tip: Appreciative Inquiry (AI)

21 Coalition Builds Relationships Seven Steps for Building a Coalition 1. Mobilization 2. Establishing organizational structure 3. Building capacity for action 4. Planning for action 5. Implementation 6. Refinement 7. Institutionalization

22 Community Coalition Models Steering committee Provider pairs Vertical clusters

23 Steering Committee Highly organized Appointed leaders Actions carried out by workgroups Diverse membership Learning Community

24 Providers Pair Providers pair and do separate interventions Informal leader Coalition formed on sharing best practices Consensus based decision making Learning Community

25 Vertical Clusters Based on referral patterns Interdependent Merge into larger cluster Learning Community

26 Readmissions Efficient Community Coalitions Medicare Medicaid Uninsured Pvt. Pay

27 Mapping the Actors SUPPORTERS PARTNERS The people at the center of our work, the people whom we bring together to achieve the coalition s vision. People/Projects not directly affected or involved and support the coalition. COMPETING PRIORITIES Hospital and Facility Relations People/projects that target the same partners and seek the same resources of support.

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