Strengthening CHW State Networks for Better Healthcare

Community Health Workers: Strengthening State Networks and Building Capacity CHW State Network Strategic Planning: How and Why Brought to you by: Durrell J. Fox, Gail Hirsch, Sergio Matos, Carl Rush and Geoffrey Wilkinson For Audio Dial 1-888-772-8167 Participant Code: 17-54-58-98 Hosted by : Durrell J. Fox

Moderator Durrell J. Fox CHW & CHW Health Equity Consultant

Who is Sanofi? • Sanofi is a global healthcare leader focused on patients’ needs • We are engaged in the research, development, manufacturing and marketing of innovative therapeutic solutions • Sanofi has core strengths in healthcare, with 7 growth platforms: • Diabetes solutions • Human vaccines • Innovative drugs • Rare diseases (Genzyme) • Consumer healthcare • Animal health • Emerging markets

Why…Sanofi’s Mission and CHWs • Preventing Disease and Supporting Patients • Engaging the CHW workforce through support of policy changes, secure funding mechanisms and workforce development should lead to improved disease prevention and greater patient support • Improving Access to Healthcare • CHW work will link the right patient with the right intervention at the right time. Traditional role of the CHW involves the “whole patient” approach and engaging the community with appropriate interventions. • Exploring boundaries of medical innovation • Support CHW workforce for prevention and new care models for chronic disease and prevention

Thank you for joining us on this journey to strengthen CHW networks to improve health!

Moderator Durrell J. Fox CHW & CHW Health Equity Consultant

Goal & Purpose Goal of webinar series: To develop, organize and strengthen CHW state networks to advance the CHW workforce Purpose of webinar series: Pave the way for the development of a national organization for the Community Health Worker profession, through the creation of a platform of support and education

Panel Members Dana Rae Feist Professional Development & Patient Care Coordinator, Louisiana Cancer Prevention & Control Programs, Louisiana State University School of Public Health Ashley Wennerstrom Assistant Professor, Tulane School of Medicine; Director, Louisiana Community Health Worker Institute Paola Gutierrez Director of Program & Training, South Carolina PASOs Geoff Wilkinson Clinical Associate Professor, Boston University School of Social Work

What is Strategic Planning • It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future • Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful

Strategic Planning Process • Development of the plan • Assess current position-Where we are • Mission and Vision- Where we want to be • Goals/Objectives- What we want to accomplish • Strategies to achieve the goals and objectives-How we will get there • Execution of the plan • Implement plan, based on action items and accountabilities • Impact of the plan • Ongoing refinement and evaluation of performance

Strategic Planning Process Development of the Strategic Plan Execution of the Strategic Plan Impact of the Strategic Plan • Describe success • Define measures of success • Track and summarize progress, revise plan as needed • Origin of the strategic plan • Roles and resources for the strategic planning process • Elements of a strategic plan • Communicate the plan • Prioritize strategies • Translate strategies into actions

Begin Panel Discussion

Origin of The Strategic Plan: • Why did you do a strategic plan; what were the anticipated benefits of doing one? • How did you decide to develop a strategic plan; who made that decision?

Origin of your Strategic Plan: Louisiana Community Health Outreach Network Ashley Wennerstrom and Dana Rae Feist • Why did you do a strategic plan; what were the anticipated benefits of doing one? • Benefits for LACHON: Helped us define our mission and vision • How did you decide to develop a strategic plan; who made that decision? • Founding members recognized need for a plan

Origin of your Strategic Plan: Geoffrey Wilkinson • Why did you do a strategic plan; what were the anticipated benefits of doing one? • Expand active constituency (e.g., members, partners) • Leadership development (e.g., board, staff) • Capacity development • Strengthen and sustain finances • Program and policy impact • How did you decide to develop a strategic plan; who made that decision? • Vary depending on stages of organizational development • Episodic planning is typical for small organizations • Major changes often trigger planning • Organizational • Environmental

Origin of your Strategic Plan (Continued): Geoffrey Wilkinson • How did you decide to develop a strategic plan; who made that decision? • Staff and board leaders typically initiate and guide • Funders may expect and support it • Decision making to do (episodic) planning often takes time

Origin of your Strategic Plan: South Carolina PASOs Paola Gutiérrez • Why did you do a strategic plan; what were the anticipated benefits of doing one? • One person • Emerging needs • Partner additions • Time for a strategic plan • How did you decide to develop a strategic plan; who made that decision? • Need • Executive Director • Unofficial/ official • Advisory council+ funding+ community needs

Roles and Resources • Who facilitated the process? • Who was involved? • Comment on time commitment for those involved • What external resources were needed i.e. space, funding, etc. ? • Comment on the facilitators and barriers to the process • How did you engage CHWs to participate and stay involved?

Roles and Resources Geoffrey Wilkinson • Who facilitated the process?/Who was involved? • Board • Staff • [Facilitator] • [Members, partners, stakeholders] • Comment on the time commitment for those involved/ What external resources were needed i.e. space, funding, etc. ? • Planning calls & meetings • Research (e.g, stakeholder interviews, surveys) • Facilitation • Administrative support (record keeping, meeting notices, materials, etc.) • Space for planning meetings [retreat(s)] • Food, supplies, etc

Roles and Resources Geoffrey Wilkinson • Comment on the facilitators to the process • Commitment & passion of members, leaders • Participants • [Available resources] • Needs and opportunities in the program/policy environment • Comment on the barriers to the process • Time constraints, lack of employer support for working CHWs • [Overextended or burnt out participants] • [Inadequate resources] • Inertia, limited capacity • How did you engage CHWs to participate and stay involved? • Often = heart of the strategic plan

Roles and Resources South Carolina PASOs, Paola Gutiérrez • Who facilitated the process? • Executive director • Advisory Council Input • Who was involved? • “Informal”- participants • “Formal”-advisory council • Comment on the time commitment for those involved • Workshop benefits • Advisory council-FTE challenges • What external resources were needed i.e. space, funding, etc. ? • Favorable • Comment on the facilitators and barriers to the process • Strong need was key; agent for change • How did you engage CHWs to participate and stay involved? • Involved since the beginning • Involvement and feedback from all CHW levels

Roles and Resources Louisiana Community Health Outreach Network - Ashley Wennerstrom and Dana Rae Feist • Who facilitated the process? • Board members • Who was involved? • LACHON members were involved in the process • Comment on the time commitment for those involved • Two meetings • What external Resources were needed i.e., space, funding, etc.? • Space donated by non-profit organization • Comment on the facilitators to the process • Developed a simple plan during monthly meetings • Comment on the barriers to the process • Differences in opinion about purpose of group • Support CHWs vs. support community health • How did you engage CHWs to participate and stay involved? • Planning occurred during regular meetings

The Elements of your Strategic Plan • Mission and Vision • Goals & Objectives • Strategies to achieve the objectives • Timeline horizon • Metrics/ Measures

The Elements of your Strategic Plan South Carolina PASOs Paola Gutiérrez • Mission and Vision • PASOs helps the Latino community and service providers work together for strong and healthy families. We do this through education, support, and grassroots leadership development • We believe that: • Health is more than the absence of disease- it is a state of complete physical, mental and social well being. • Health care should be respect the person’s identity and individuals needs • People must be participants in decisions that affect their health, not merely recipients of the health care process • The sharing of knowledge empowers individuals, families and organizations • Collaboration is essential in order to create a healthier and more just society

The Elements of your Strategic Plan South Carolina PASOs Paola Gutiérrez • Goals & Objectives • PASOs Goal 2: Latinos in South Carolina (SC) will be connected with reproductive, maternal and child health resources they need and will have the necessary skills to navigate the resources in the future • Objective1( Newberry/Saluda/Edgefield)- At least 75 Latinos in these counties will be assisted with navigation of maternal, child and will have the necessary skills to navigate the resources in the future • Objective2(Newberry/Saluda/Edgefield)- At least 50 Latinos in these counties will connect to needed maternal, child and reproductive health resources and services after resource navigation assistance provided for PASOs • Objective3(Newberry/Saluda/Edgefield)- At least 8 new trained community health workers will have the necessary skills they need to assist their neighbors and peers in successfully navigating local resources and benefit their individual and/or family health • Objective 4(Newberry/Saluda/Edgefield)-PASOs will collaborate with at least 8 organizational partners and coalitions in these counties to increase effective provision and understanding health and community resources

The Elements of your Strategic Plan South Carolina PASOs Paola Gutiérrez • Strategies to achieve the objectives • Addendums • Overall goal of the organization • Timeline horizon • Updated yearly • Metrics/ Measures • Web based data collection • Diverse options/data

The Elements of your Strategic PlanLouisiana Community Health Outreach Network - Ashley Wennerstrom and Dana Rae Feist • Vision Community Health Workers will be respected and acknowledged as frontline public health professionals. • Mission To support Community Health Workers (CHWs) while advocating for improvements in community health. We do this by: • Convening Community Health Workers to share resources and offer peer support • Offering professional development opportunities • Increasing recognition for the community health worker profession locally, nationally, and internationally

The Elements of your Strategic PlanLouisiana Community Health Outreach Network - Ashley Wennerstrom and Dana Rae Feist • Goals & Objectives • Strengthen and grow membership • Strategies to achieve the objectives • Outreach • Annual Conference • Dues • Listserv • Professional development seminars • Timeline horizon • In progress • Metrics/ Measures • CHW membership

The Elements of your Strategic Plan Geoffrey Wilkinson • Mission and Vision • Vision = dream, imagined future state • Mission = reason organization exists (what it hopes to achieve, who it serves, why) • Useful tools, provide internal and external inspiration & information • Brief statements, but often require a lot of care and time to develop • Goals & Objectives • Goals = what organization wants to accomplish in the planning timeframe • Objectives = whatspecific results expected • Outcome v. Process (Task v. relationship) • SMART = Specific, Measureable, Achievable, Relevant, Timed

The Elements of your Strategic Plan Geoffrey Wilkinson • Strategies to achieve the objectives • Strategies = how to achieve objectives (methods) • What are important driving and restraining forces? • What tool(s) do you need? • Strategies ≠ tactics (activities) • Think of a road map • Timeline horizon • Often 3-5 years • Hard to anticipate future events • Metrics/ Measures • Depend on objectives • Provide basis for evaluation

Closing/Summary

Community Health Workers: Strengthening State Networks and Building Capacity Thank you for your participation! In order to help us continue to improve our webinar please provide us with feedback by filling out the brief post webinar questionnaire. If you have not RSVP'd for the webinar, please email nebnoma.ouedraogo@sanofi.com to be added to the mailing list

Strengthening CHW State Networks for Better Healthcare