Quality Improvement Projects Addressing Public Health Capacity Areas

1. Quality Improvement Projects Addressing Public Health Capacity Areas October 30, 2009 Call-in: 1-800-504-8071 code 8422006

2. *6 Mute your Line *7 Un-mute your line Please do not put your phone on hold.

3. Improving Planning Processes and Community Engagement Marlene “Marni” Mason MCPP Healthcare Consulting October 30, 2009

4. Projects to Improve Planning Often aren’t a good fit for “traditional” quality improvement methods and tools, such as Rapid Cycle Improvement (RCI) Excellent for the Collaborative or Breakthrough Method from Institute of Healthcare Improvement (IHI) Do benefit from AIM statements and from using the Plan-Do-Study-Act cycle

6. Example- Meeting Effectiveness What are We Trying to Accomplish? Increase the effectiveness of Community Health Improvement Plan (CHIP) coalition meetings and maximize stakeholder participation. We do this in order to increase member engagement and contribution to the implementation of the CHIP.

7. How Will We Know When We Get There? Measurements • Increase in meeting attendance (% of members that regularly attend) • Increase in effectiveness (% of members rating meetings as effective or valuable) • Increase in engagement (% of members rating their commitment as high) • Increase in participation (% of members that contribute resources to CHIP activities)

8. Evaluating Meeting Effectiveness

9. Plan Act • What changes • will make mtgs. more effective? • Make improvements • Identify mtg. • evaluation tool • Plan for use of evaluation • Plan for data collection The PDSA Cycle for Improving Meeting Effectiveness Study Do • Make conclusions from the evaluationresults • Summarize • what was • learned • Conduct mtg. evaluation • Trend results over • several mtgs. • Begin analysis • of the data

10. Fear of Public Speaking +Driving Forces Restraining Forces – Ideal state: To speak confidently in any situation *PH Memory Jogger page 63, Goal/QPC

11. Force Field Analysis* Why use it? To identify the forces and factors in place that support or work against the solution of an issue or problem so that the positives can be reinforced and/or the negatives eliminated or reduced. What does it do? Presents the positives and negatives of a situation so that they can be compared Forces people to think about all aspects of making a desired change a permanent one Encourages honest reflection and that people to agree about the relative priority of factors on each side of the “balance sheet” *PH Memory Jogger page 63, Goal/QPC

12. Kane County Community Partnership QI Project 12

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14. Optimizing the Chance of Success Once the Force Field Analysis has been constructed: Prioritize the driving forces that can be strengthened Identify restraining forces that would allow the most movement toward the ideal state if they were removed Achieve consensus through discussion or by using ranking methods like Multivoting or Nominal Group Process Remember that it is often more helpful to remove barriers than to push the positive forces to create positive change

15. Other Resources Embracing Quality in Local Public Health: Michigan’s Quality Improvement Guidebook, 2008, www.accreditation.localhealth.net Public Health Memory Jogger, GOAL/QPC, 2007, www.goalqpc.com Ron Bialek, John Moran, Grace Duffy; The Public Health Quality Improvement Handbook, ASQ, 2009 http://www.asq.org/quality-press/index.html

16. Marni Mason, MCPP Healthcare Consulting You can contact Marni at: marni@mcpp.net 16

17. QUESTIONS? Please click on the ‘Q/A’ icon above to type in your question

18. Minnesota Public Health Collaborative for Quality Improvement Health Improvement Planning: Community Engagement Kim McCoy, MPH, MS October 30, 2009

19. Why community engagement? • Relevant to everything we do • Required for community health plans and Statewide Health Improvement Program (SHIP) • Assessment revealed inconsistency and lack of evidence base • Local public health identified it as a need

20. Challenges of community engagement • It’s a “soft” topic, less concrete • Difficult to do in a step-wise manner • Been there, done that • No time to engage

21. MN SHIP – where the rubber meets the road • $47 million from July 2009 to June 2011 • 35 grantees that include all community health boards and 10 tribes • Policy, systems and environmental change to reduce obesity and tobacco • Partner with schools, worksites, health care and community • Managed by Community Leadership Teams

22. Tackle the challenges up front • Identify a concrete, evidence-based approach • Invite experts to the table • Reframe our QI methodology • Be honest about the novelty of our approach

23. Community Engagement Collaborative Eligibility: all community health boards and tribal governments Goal: build Community Leadership Teams for SHIP Evidence: Prevention Institute QI Framework: Model for Improvement Methodology: Breakthrough Series* Timeframe: November 2008-June 2009 *Institute for Healthcare Improvement

24. MN Department of Health Goals • Promote evidence-based practice • Establish consistency • Demonstrate value of time spent on community engagement and QI • Provide opportunities to use a variety of QI tools • Spread QI to more agencies and staff

25. Community Engagement Collaborative • Prework conference call • Monthly webinars • New QI tool each month • 2 face-to-face learning sessions • Prevention Institute • Spitfire Strategies • Monthly reports • Follow-up conference call • Storyboards

26. PDSA on a large scale

27. PDSA on a small scale

29. To better understand, plan and continue progress as a group, please take a moment to evaluate the current status of our Community Leadership Team when considering these areas.

30. Anoka County Community Health & Environmental Services Problem Statement: The Planning Workgroup does not have equal representation from all four sectors in which the Partnership for Better Health will work.

32. Snags along the way… • SHIP funding was threatened • SHIP funding to be released in phases • H1N1…need I say more • Waning enthusiasm

33. Challenges/Lessons Learned • Give back - meaningful feedback is key • Make it yours - QI is adaptable and flexible • Let them lead - teams often know what is best • Be real - showcase compelling, practical examples • Just do it - perfect is not the goal • Define the end and celebrate

34. That’s it for today! Celebrate! Thank you

35. For More Information: Kim McCoy Minnesota Department of Health 651-201-3877 Kim.mccoy@state.mn.us

36. QUESTIONS? Please click on the ‘Q/A’ icon above to type in your question or Press *7 to un-mute your line

37. Announcements Upcoming Due Dates • Quarterly Reports and Semi-Annual Financial Reports • November 30th: Both of these items are due • Site Visits • As soon as possible:Choices of which states you would like to attend • Updated Site Visit Guidance document will be available soon • November 13th: Brief Descriptions of Site Visits Due (Hosts) • November 13th: Videoconferencing Capabilities Confirmation (Hosts) • Storyboards: • Please remember to submit your storyboards no more than 60 days following the end of each project *Submit all to Anooj Pattnaik (apattnaik@nnphi.org)

38. Announcements • Next Spitfire Webinar: • November 18, 2009 at 2 pm CT: Developing Strategic Communications Plans • Next MLC Teleconference/Webinar: • December 4, 2009 at 11 am CT • Next Grantee Meeting: • February 3-5, 2010: Kansas City, MO • Planning Call with the states will be scheduled soon