Danielle M. Varda, PhD University of Colorado Denver School of Public Affairs. Lead. Solve. Change

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1 Danielle M. Varda, PhD University of Colorado Denver School of Public Affairs Lead. Solve. Change

2 Network Leadership/Management We need new tools/methods to evaluate partnerships. Current Assumption = More is better. More partners = successful collaboration (counting noses) Alternative Assumption = Less can be more. Not based on how many partners you have, but how they are connected. New Relationship YOU YOU YOU

More partners = successful collaboration (counting noses) Alternative

3 Interrelationships: How things are connected and with what consequence Perspectives: More than making sense of how boxes & arrows fit together; how you look at the picture Boundaries: Make situations (vs. the whole) manageable Williams and Hummelbrunner (2011) Systems Concepts in Action,. Stanford University Press

you look at the picture Boundaries: Make situations (vs.

4 Translating Data to Practice

5 Are more diverse networks more effective? The more diversity in a network, the more difficult it is to manage (goals, outcomes, perceptions) p How important is collaborative decision making in networks? The more disagreement among reported outcomes and perceptions of success, the less effectively the network performs What role do leaders play in networks? Networks that have leaders with a systems approach achieve more of their collaborative goals What value do partners bring to networks? Powerful/Influential members are over used as network leaders (spread thin)

6 Most Networks Look Like This

7 One Sets of Nodes Can Be Configured in Many Ways, Depending on Your Goals Creating Network Ties Connecting the Network: No Isolates Increasing Density Creating Subgroups

8 1. Evaluate how well your collaborative is working in terms of identifying essential partners and gauge their level of involvement, leveraging resources, and strategizing for how to improve the work of the collaborative. 2. Demonstrate to partners, stakeholders, evaluators, and funders how your collaborative is progressing over time and why working together is making tangible change.

9 1. Identifying i the ideal network 2. Measuring the actual network (using SNA/PARTNER) 3. Identifying the gap between the actual and ideal network 4. Creating action steps to get closer to the ideal network *Varda, Danielle M. (2011). Data-Driven Management Strategies in Public Health Collaboratives, Journal of Public Health Management and Practice, 17(2),

Creating action steps to get closer to the ideal network *Varda, Danielle M. (2011).

10 Evaluating the System of Care for Babies and Young Children With Special Healthcare Needs; Development of the Patient-Centered Network App

11 The Problem: Families of young children with special health care needs must navigate a complex system comprised of multiple organizations and providers in order to access basic services from qualified professionals. The Current Situation: At present, early childhood formal systems of care (e.g., interorganizational collaborations aimed at such things as early intervention programs) do not provide coordinated, family-centered services for young children with special health care needs. The Intended Outcome: In the ideal, children with special health care and developmental needs would have a medical home from which to coordinate care, navigate systems, and access necessary resources for babies and young children with special health care and developmental needs.

, interorganizational collaborations aimed at such things as early intervention programs) do not provide coordinated, family-centered services for young children with special health care

12 PROGRAM TO ANALYZE, RECORD, AND Program to Analyze, Record, and Track Networks to TRACK NETWORKS TO ENHANCE RELATIONSHIPS Enhance Relationships net With support from RWJF, PARTNER is a Quality Improvement tool, using social network analysis, launched in Validated Survey/Methodology SNA Analysis Tool QI Methodology Over 500 Users in 49 States & 29 Countries States & 29 Countries 90% of Users in PH

13 Methods WONDERbabies Partners identified a list of 65 statewide stakeholders We invited it those stakeholders to answer the survey, and nominate other stakeholders 723 Partnerships 450 Organizations 49% responded to the survey We then sent the survey to most of the stakeholders nominated Overall response rate = 34% (N=295) Survey asked stakeholders to identify members of the SOC Centralization in Colorado =3% that serves families Trust = 75% Density = Interactions among these members 1% Assessments of trust and value resource contributions Perceptions of success.

nominated Overall response rate = 34% (N=295) Survey asked stakeholders to identify members of the SOC Centralization in Colorado =3% that

15 Adams/Arapahoe/ Weld Douglas

16 Adams/Arapahoe/ / Weld Douglas

18 Methods Cases studies of 29 families with children (ages 0-18) with special healthcare needs We asked families to Please list those people, programs, or organizations that you consider important to providing services and support for your child s special healthcare and/or developmental needs ; Followed by questions about importance, levels of support, amount of communication, and trust, perceptions of success SYSTEM NETWORK Family Networks

support for your child s special healthcare and/or developmental needs ; Followed by questions about

19 Stakeholders identify state and federal agencies as key actors, while families rarely agree, identifying instead family, friends, and pediatricians as crucial to their SOC. System Level Top Ten Key Actors in the Systems Network - State Part C - HCP - Developmental Screening Initiative - State Part B - Department of Human Services - Local Early Childhood Councils - Family Advocacy - State Department of Education - State Health Department - Primary Care Providers Family Level Top Ten Key Actors in the Client Network - Pediatricians - Schools - Other Families - Extended Families - Friends - Online Support Groups - Service Deliver Organization - Service Delivery Organization - Immediate Family - Other Healthcare Providers

Childhood Councils - Family Advocacy - State Department of Education - State Health Department - Primary Care Providers Family Level Top Ten Key Actors in the Client Network -

20 Additionally, the PCN reported that those they y, p y valued and trusted the most were not able to provide supportive, coordinated care for them.

21 Perceptions of the level of success vary widely across p y y both groups, with the majority of responses reporting only somewhat successful or lower.

22 If the system is coordinated, shouldn t this be reflected in the personal networks of families? If the system proves to be very coordinated, then families systems should also be coordinated. If the systems proves to be coordinated, but families systems are not coordinated (our hypothesis), then what can be done? Interventions can help match the system and family level coordination. If the system is not coordinated, then there is obvious room for improvement.

23 Collects data on a patient s personal support network Screening Tool; In any context, but here, for families Developing as a Decision Tree Tool If a network is X, then Y If a network is M, then N Developing a Network of Partners to Validate Interdisciplinary Team Developing the PCN as an App Any provider can use this as a screening tool for all kinds of patients (e.g. cancer, families, etc.

24 CONTACTS Danielle M. Varda, PhD d d d PARTNER Team partnertool@ucdenver.edu PARTNER Website

Using Data to Apply Management Strategies in Public Health Collaboratives

Using Data to Apply Management Strategies in Public Health Collaboratives Danielle M. Varda University of CO Denver School of Public Affairs danielle.varda@ucdenver.edu "This research was supported by