Chronic Disease Academy SOPHE/NACDD Joint Meeting

1. Chronic Disease AcademySOPHE/NACDD Joint Meeting Albuquerque, NM May 1-4 Christine Weiss Utah Arthritis Program August 2, 2011

2. People, Policy and Politics – Possibilities for the Future?Ellen Jones, PhD, MS, CHES, Program Consultant for NACDDLisa Daily, MPA • Reviewed definitions of lobbying, advocacy, education • Partner with mobilized community groups who are able to advocate. Likewise interested in the public health issue. Are able to legally advocate. Messenger – use admired community members. • Creating an Advocacy Plan. Identify goals, resources, people, strategies, and tactics.

3. Creating your success story One page bulleted format with these four sections: 1) Public Health Problem - Arthritis 2) Share you programs efforts to alleviate the problem – site funding sources 3) Describe impact, measured outcomes or benefits (lives saved, money saved, reduced hospitalizations, reduced risk, participant satisfaction, participant reach) 4) Contact information

4. When speaking with federal or state or local policy makers remember they basically want to know the answers to these questions. • What is the problem? How is it effecting my constituents? • What are you doing about it? • Is it working? • Who is helping you? Build credibility by citing partners or funding sources. Speak to what they care about. Show them how the program could help their constituents.

5. Most policy makers prefer one-on-one information with an informed individual. Plan on a long term relationship. Become a trusted and credible source of information on your topic. • Random rule of thumb: Legislators throw away a third of the information they receive, skim maybe half, and read only about a quarter for detail.

6. Creating a more Integrated and Sustainable Chronic Disease ProgramShelli Bischoff, MPA, NonprofitJeanne Alongi, MPH, NACDD • Worked with Chronic Disease Programs in Colorado and Maine • Form follows function: must define what you are trying to achieve (health outcomes) and then you can define how to best work together to achieve those (organizational outcomes). First decide what you need to/want to accomplish and then the “how” will show itself. • Integration means the whole is greater than the sum of the parts • Integration is organizational change. Organizational change needs good leadership and management. • Creating an integrated, more efficient and effective operation is informed by evidence based principles and organizational development practices. Integration is a means, not the end.

7. “The essence of strategy is choosing what not to do.” – Porter • Planning Process - should be able to answer: • What are the strategic issues that emerge from the data? • What are the influencing trends and factors? • What are the most critical and unmet needs? • What is our distinctive competence or assets? • What are the root causes? • What obstacles do we need to overcome to have an impact? • Who is our target market and what are their needs or obstacles to desired behavior? • What is the most significant new data or best practices? • What is the system? Who are the competitors and collaborators and what are they doing? • Strategic Planning = focusing, narrowing, making hard decisions to focus efforts and resources based on thorough data analysis