robert moore, md, mph- chief medical officer, partnership...
TRANSCRIPT
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Robert Moore, MD, MPH- Chief Medical Officer, Partnership HealthPlan of California
Robert Moore is the Chief Medical Officer of Partnership HealthPlan (PHC), a well-respected Medi-Cal Managed Care plan,
serving 14 Northern California counties. Prior to joining PHC, Dr. Moore was the Medical Director of Community Health Clinic
Ole, an FQHC in Napa County, for 13 years, where he continues to see patients one evening each week. His major professional
interests are quality improvement, operational effectiveness, and delivery system transformation. He is a graduate of UCSF Medical
School and the Columbia University School of Public Health. Dr. Moore completed post-graduate courses and fellowships in health
center management, health care leadership, and quality improvement. His clinical interests include palliative care, intensive
outpatient care management, hospital medicine, diabetes care, and pediatrics.
Ella D. Auchincloss, MTS- Senior Project Lead, Engagement & Stewardship, ReThink Health
Ella heads community engagement efforts for ReThink Health. An expert in community leadership development, Ella leads multi-
site projects, trainings, and workshops and provides coaching for a wide variety of organizations and teams, helping them develop
the skills needed to lead change. She holds a MTS from the Harvard Divinity School and a BS in Finance from Babson College
4665 Business Center Drive, Fairfield, California 94534
(707) 863-4100 fax (707) 863-4117
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Karen Smith, MD, MPH- Director and State Health Officer, California Department of Public Health
On March 23, 2015, Karen Smith, MD, MPH, was sworn in as director of the California Department of Public Health and state
health officer. Smith is a physician specializing in infectious disease and public health. Prior to her appointment, Smith served as
public health officer and deputy director at the Napa County Health and Human Services Agency since 2004. She was also been on
medical staff for infectious disease at Queen of the Valley Medical Center in Napa from 2012 to 2014 and has been a faculty
consultant for the Francis J. Curry International Tuberculosis Center at the University of California, San Francisco since 1997.
She served as clinical faculty at the Santa Clara County Valley Medical Center Division of Infectious Diseases from 1997 to 2004.
Smith served as assistant section chief at the California Department of Health Services Tuberculosis Control Branch from 2000 to
2001 and held several positions at the Stanford University School of Medicine from 1992 to 2004, including resident, fellow and
course director. Smith also served as TB Controller for Santa Clara County and served as president of the California TB.
Smith completed her medical training and infectious diseases fellowship at Stanford University after having obtained a Master of
Public Health degree at Johns Hopkins School of Hygiene and Public health. Prior to her medical training, Smith served in the Peace
Corp as Public Health Laboratory Director for the Marrakesh Province in Morocco and at the Wichienburi Regional Hospital in
Thailand.
Jennifer Henn, PhD- Public Health Manager and Epidemiologist, Public Health Division, Napa County Health and Human
Services Agency
Dr. Jennifer Henn received her PhD in epidemiology from the University of California, Davis in 2006. She spent a year as a
California Epidemiologic Investigations Service Fellow at the California Department of Public Health before joining Napa County
as an epidemiologist in 2007. Dr. Henn has had a lead role in the Live Healthy Napa County (LHNC) Collaborative, which was
formed in 2012 with the goal of improving community health by addressing public health problems and developing health
promotion strategies. She was a primary author of the LHNC Community Health Assessment and has been actively involved in
developing data and evaluation strategies for the collaborative over the past three years. She is currently the interim Public Health
Manager for LHNC.
4665 Business Center Drive, Fairfield, California 94534
(707) 863-4100 fax (707) 863-4117
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Jason Cunningham, DO, Agency Medical Director, West County Health Centers
Jason Cunningham is the Medical Director of West County Health Centers, a Federally Qualified Health Center caring for patients
in western Sonoma County. West County Health Centers has become a thought leader and innovator in re-designing Primary Care
around the principle that a “trusting, long-term relationship” is the most important product of health care and the most influential in
improving health. Dr. Cunningham’s leadership has focused on the use of video and communication technology to improve care
coordination, team-based care for patients with complex medical and social stressors, and the use of data to drive innovation.
Dr. Cunningham is interested in leadership within healthcare delivery and participates in multiple boards and committees with local,
regional and state organizations.
Dr. Cunningham is a Family Physician and remains dedicated to patient care.
He received his Bachelor of Science from the University of Michigan and medical degree from Kirksville College of Osteopathic
Medicine.
Danielle Oryn, DO, Chief Medical Information Officer
Since medical school at Nova Southeastern University, Dr. Danielle Oryn has been passionate about leveraging technology to
improve health care for the underserved. After completing residency in Family Medicine, she went on to complete a Masters in
Public Health and a graduate certificate in Biomedical Informatics. As Chief Medical Informatics Officer at Petaluma Health Center
and Redwood Community Health Coalition, Dr. Oryn provides leadership for initiatives in clinical systems, health information
technology and quality improvement.
4665 Business Center Drive, Fairfield, California 94534
(707) 863-4100 fax (707) 863-4117
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Breanne Olmstead, MA, Member Services Director, Open Door Community Health Centers
As Member Services Director for Open Door Community Health Centers, Brea’s work is focused toward program development,
implementation, and sustainability in areas of social determinants of health to support Open Door patients, care teams, and
community. She is especially passionate about projects linked to patient navigation, process improvement, access to care and
programs to support health and wellness, food security, housing, and human dignity. Brea works across Open Door’s 12 primary
care, specialty, and dental sites in Humboldt and Del Norte Counties to integrate enabling/social support programs into the primary
care delivery system. She also serves as point of contact for various County Government projects and collaborative community
initiatives. Brea joined the Open Door team in 2010 and is a graduate of Humboldt State University’s Master of Arts, Social Science
interdisciplinary program in Environment & Community, with certificates in Women’s Studies and Pre-Doctoral College Teaching.
Terri Fields Hosler, MPH, RD- Public Health Director, Shasta County Health and Human Services Agency
Terri has been with Shasta County since 2001, and is currently serving as the Public Health Director for the Health and Human
Services Agency. She is a Registered Dietitian with 25 years of public health experience. In 2005 she created the vision for a
county-wide collaborative to address childhood obesity called Healthy Shasta.
Lessons learned about cross-sector engagement of community partners over the 10 years of Healthy Shasta is foundational to the
current approach Shasta is taking to their Community Health Assessment and Community Health Improvement Plan. Also this
collaborative model is being used to address Shasta County’s social determinants of health, including the promotion of educational
attainment and the prevention of Adverse Childhood Experiences.
4665 Business Center Drive, Fairfield, California 94534
(707) 863-4100 fax (707) 863-4117
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Social Determinants of Health Best Practices
Sharing Workshop
Partnership HealthPlan of California
November 9, 2015
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To educate the audience regarding how social determinants of health impact our member’s health outcomes
To provide information on community engagement and collaboration
To share best practices of initiatives targeting social determinants of health
To launch Partnership HealthPlan of California’s Social Determinants of Health Request for Proposal
OBJECTIVES
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Folders
Agenda
Presenter Biographies
PHC Contact Information
Evaluation
Q&A Process
LOGISTICS
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Restroom Locations
Electronic Devices
WIFI Code
Presentation Materials Online
HOUSEKEEPING
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Begin and end on time
Be open-minded – respect all ideas and opinions
Use technology sparingly and place on silent
If you must take a call, please step out of the room
Be engaged – participate
Have fun!!!
GROUND RULES
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Let’s get started . . .
LET’S GET STARTED
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ENJOY THE FORUM!
LET’S GET STARTED
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Partnership’s Social Determinants of Health
Initiative
Robert Moore, MD, MPH
November 9, 2015
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We Care!
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1. Common Understanding
2. Big Picture
3. Little Picture
Preparing for Our Day Together
Health Plan
Provider
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• SDOH are “the circumstances in which people are born, grow up, live, work and age, and the systems put in place to deal with illness. These circumstances are in turn shaped by a wider set of forces: economics, social policies, and politics”
-World Health Organization
Defining Social Determinants of Health
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1.) Economic
2.) Education
3.) Social and Community Context
4.) Health and Healthcare
5.) Neighborhood and Build Environment
5 Key Areas of SDH
-World Health Organization
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1.) Economic
Low wages
Food InsecurityHousing Insecurity
2.) Education
Low literacy
Low health literacyLow High School Graduation Rates
3.) Social and Community Context
Post-incarceration
Social IsolationAdverse Childhood Experiences
4.) Health and Healthcare
Poor Access To Care
Lack of Health Insurance
5.) Neighborhood and Build EnvironmentUnsafe Neighborhoods
Poor Quality Housing
Examples in Each Area
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Bay Area Regional Health Inequities Initiative Framework
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Bay Area Regional Health Inequities Initiative Framework
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Bay Area Regional Health Inequities Initiative Framework
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DiseaseBehaviorNeglected
Communities
Policies
& PracticesDeath
Biased
Beliefs
(isms)
Medical Model (individuals)Socio-Ecological (society)
Emergency
Rooms
ClinicsHealth
Education
Building Power
in Place
Policy
Advocacy
Change
the
Narrative
--Tony Iton, MD, JD, MPH, California Endowment
Levels of Intervention
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1.) The SDH impact health status through stress
2.) Many of these stressors can be addressed with social services
3.) Other stressors are addressed though advocacy, policy changes and local leadership development
4.) Navigation and Collaboration are key interventions for health care system.
Key Elements of the SDH Paradigm
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Stress Pathways from Brain to Body
Center on Social Disparities in Health, University of CA, San Francisco
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When the External Becomes Internal: How we Internalize Our Environment
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Total Health Care Investment in US is Less
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1.) Deeply understand the new paradigm
2.) Invest time
3.) Media and marketing
4.) Tell stories (engage people emotionally)
5.) Understand the language of framing
Reframing our Society’s Understanding of Health
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Social Determinants of Health Initiative
Policy
EnvironmentalSystems
Sustainable
Change
Re-framingCollaboration
Potential Levels of Intervention
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The role of health care typically falls into one of these three categories:
• Navigation
• Collaboration
• Provision
Implications
• Navigate when services are already available
• Collaborate when there is synergy in the collaboration
• Provide when the services are not available or accessible in the community but necessary to improve health
Navigate, Collaborate, Provide
IHI/Kaiser study of SDOH ---2014
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Navigation: Two Levels of Intervention
• Assessment
• Intervention:
1. Referral to other organization
2. Provision of service by same
organization
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Collaboration
Essential for tackling SDH that:
• Have complex underlying factors
• That require multiple levels of
intervention
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• Provide high quality, equitable, culturally-appropriate, and affordable health care services.
• Anticipate and link vulnerable patients and populations to community and preventive services.
• Employ and train community residents and procure needed materials and services from local community providers.
The Role of The Healthcare System
--Tony Iton, MD, JD, MPH, California Endowment
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1. Delivery system changes
2. Bridging clinic community
3. New health care workers
4. Participate in policy advocacy for prevention
5. A Sustained Prevention Campaign
Five Basic Strategies to Address SDH
--Tony Iton, MD, JD, MPH, California Endowment
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Healthy Communities
Participant
Convener/
Catalyst
Partner
Advocate
Funder
Leader
Potential Collaborative Roles of PHC
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Where to Start?Levels of Change and ROI Impact
PHC
System Reform-
Short Term
Measurable ROI
Policy Change and Shift in
Culture- Medium/ Long
Term Measurable ROI
Environmental
Change-
Medium/ Long
Term
Measurable ROI-
Long Term Effort
Needed
Leader/
Convener/
Participant/
Partner
Advocate
Funder
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Community Engagement for
Population Health
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A Pathway for Community Engagement for a (Nascent) Population Health Initiative
PHC Social Determinants of Health Best Practices Sharing Workshop
November 9, 2015
Fairfield, CA
Ella D. Auchincloss, MTSSenior Project Leader, Stewardship and Engagement GroupReThink Health
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Purpose of Presentation
• To describe ReThink Health’s approach to Community Engagement
• To show some examples of how the approach has been use to launch a population health initiative
• To suggest a process for getting started
• To offer some lessons learned from our work
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ReThink Health
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• Support and influence how innovators see, think, and act
• Help leaders see and plan from a whole system perspective and work across boundaries
• Bridge health and health care
• Accelerate and sustain efforts over time
• Remove the barriers and overcome excuses
Action Results
Thinking
ReActing
RETHINKING
…through Project Design, Training, Coaching, Dynamics Modeling, Distance Learning, Research and Curriculum Development
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ReThink Health’s Pathway for Transforming Regional Health
Guidance that helps users navigate the pitfalls and momentum builders on the road to health system transformation.
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PHASE I: Campaign
PHASE II: Engage
PHASE III: Align
PHASE IV: Redesign
PHASE V: Integrate
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Core Pillars of the Pathway Supported ReThink Health
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Sustainable Financing
Stewardship-Engagement
Sound Strategy
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My story: Pickup Basketball as a ramp on the pathway
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People:
Organized around a common purpose and shared values
Power:
Comes from the people’s own
gathered resources
Change:
The challenge the people seek to
address through collective action
Empowering People for Change
…people acting together to change the status quo
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The work starts with a new, foundational understanding of leadership….
Leadership is accepting responsibility for enabling others to achieve purpose under
conditions of uncertainty.” –Marshall Ganz
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Key elements:•Decision, not a position
•Focused on building the capacity of others•Grounded in Shared Values and Interests
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How do we grow in our collective capacity and power? The Snowflake Model
41
• Team based leadership development
• Interdependent roles
• Strong commitments based upon values
• Designed for achieving “spread”
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Zip Code 29203: The Challenge
In South Carolina: •More that 60% of the population is overweight
•30% of the state has high blood pressure•11% of the state has diabetes
In 29203: •One of the highest amputation rates due to
diabetes in the US•30% of residents are uninsured
•Average resident makes two ED visits per year•Translates into 90,000 visits per year including
30,000 from residents who can’t pay
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Example of a Relational Strategy
16 participants
Core Leadership
Team Training
July 13-14
91 leaders attend
Town Hall Meeting Aug. 16
32 new leaders at Leadership
Team Training
Sept 27-28
188 people attend
Community Issues
Assembly (campaign decision-making)
November 16
105 newleaders attend Team
Training January
2012
565 PeopleLaunch
CampaignMarch 3
2012
6 Vision Team
Trained
~3,000 people and institutions signed the Community Covenant
132 1:1 meetings in 29203
750 attend 45 house meetings
to vet campaign
ideasOct-Nov
Zip Code 29203: The Response
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Healthier Roxbury: The ChallengeAbundance of Resources-Ineffective Alignment
Roxbury has the highest rate of Type 2 Diabetes and Pediatric Asthma in Boston
3.6 miles
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ResidentsAt risk andDiagnosed
Health Care Delivery SystemHealth Centers (Dimock,
Whittier, others nearby)
Hospitals(BMC, BI-Deac, Joslin, others)
Local MDs
Insurer-based Care
Mgmt
Self-Management Education and Support(American Diabetes Assoc, YMCA, Healthy Living 4 Me, Ethos,
Health Leads Boston, Boston Senior Home Care, Generations Inc.)
Other Health Education and Support(Family Van, Mission Hill Health Mission, Latino Health Insurance
Program, La Alianza Hispana)
Nutrition & Food
(Fair Foods/Fair Shoes; Fresh
Truck; The Food Project; Boston
Collab.for Food & Fitness; Boston
Elderly Nutrition Prog)
Fitness & Recreation
(Boston Centers for Youth &
Families;YMCA; Healthy Kids,
Healthy Futures)
By Location(Lower Roxbury
Coalition; Dudley
Street Neighborhood
Initiative; Project
RIGHT; ABCD;
Housing
developments)
By Age Group(Schools;
Hawthorne Youth &
Community Ctr;
Central Boston
Elder Services;
Ruggles Assisted
Living)
By Ethnic
Group(Nuestra
Comunidad
Development Corp;
Sociedad Latina;
Somali
Development Ctr)
By
Religious
Affiliation(Churches,
Mosques)Public Health Agencies(BACH/Roxbury Community Alliance
for Health; HRIA; Boston Public Health
Comm; MA Health and Human
Services; MA Dept of Public Health;
Area Agencies on Aging)
HEALTHIER ROXBURY ASSET MAP
Tufts Health Care Institute 4/2014 45
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46
Healthier Roxbury: Building New Relationships
Listening Learning Sessions held Nov
‘13-Jan ‘14
Learning
Harvested
and
Reported
with Recs
to AG
February
2014
5 orgs agree
to host
three
sessions
each
NOW
HR AG
commits
to
Listening
Training
and
Support for
Listening
and
Learning
Sessions
Nov 1
HR
Diabetes
Project
Goal
Affirmed-
Mobilized
March
2014
APRIL 2014
Healthier
Roxbury
Diabetes
Project
Launched
with new
timeline
Regular AG meetings
RTH Teach-In’s occur monthly
RTHCommunity
Engagement Monthly
“Teach-ins”begin
Nov. 13th
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Bridging the Gap between Senior Health and Healthcare:The Urban Baltimore HELPS’s Project (Delmarva Foundation for Medical Care)
HOW DID RTH HELP?
- Trained them to implement community based root cause analysis
- Trained them how to use community organizing practices -more specifically map of actors and relationship building strategies
- Developed their skills for effective convening (creating shared purpose and creative use of existing resources)
- Enabled them to manage internal and external conflicts and tensions
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- HELPS Coalition with 40 members (local stakeholders) launched and adopted the shared purpose to improve health outcomes for dual eligible seniors
- Number of great new services created for senior citizens (without creating additional cost) such as info about Medicare, cooking demonstrations, “ask the professionals” meetings to discuss diabetes care and ONE STOP Service Centers for senior adults
- HELPS Coalition still exists and it continues to grow under the leadership of Advisory board (incl. Baltimore City Health Department)
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DFMC’s Baltimore HELPS’s Project
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Tips for getting started…C-SUITE Support
• Get grass-tops “buy-in” for local relationship building
– Senior leaders need to signal their value for the work
• Public commitments
• Attendance at key meetings
• No “Siberia’s”, Ghetto’s or Outposts
• Patience with the process work
• Set goals for building relationships
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• Mapping the actors early and often
– Have more 1:1 meetings than you think you can schedule
– Be mindful about your “ask”
– Recruit local actors to a core team
– Look for people who will host meetings of many local community members
– Go where the people are
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Tips for getting started…Map Actors
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Tips for getting started…Framing the Vision
• Develop a motivating vision and story
– Speak from the heart; avoid sharing only depressing statistics
– Practice telling the story with your team
– Be clear about your specific request
– Stay grounded in your own sources of motivation and hope
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Tips for getting started…Equity
Pay Attention to Equity
• Build an equity lens into every step
• Listen
• Be willing to change your approach, your language and your priorities once you get into action.
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Tips for getting started…Funders Expectations
• Development an evaluation framework that values the short-term ground game and collaborative process work
– Funders/Key stakeholders should see measures such as:
• Number of New Stakeholders engaged
• Number of New Volunteers and Teams recruited
• Number of New Coalitions formed
• Number of Joint Grants applied for
• Number of Leadership Team Meetings
• Number of Public Charters, Town Hall meetings
• Pre-post assessments of understanding
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Common Scenarios that Impede Progress
Only the Senior Leaders are Engaged Early in the Effort:
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Structuring the work in such a way that prevents the community from being involved
• Meetings in the middle of the work day
• Meetings held outside of neighborhood
• Community is volunteer only when other key stakeholders are paid to participate
• No offer to pay for transit, child care or parking
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Common Scenarios that Impede Progress
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Common Scenarios that Impede Progress
• Medical Care or Academic Mindset
– Patient versus Partner
– “Just the facts, Mam”—Over-reliance on Data/ Evidence
– Expert with the advice
– Won’t “go” there when the impact of upstream problems emerge
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Common Scenarios that Impede Progress
• Adopting a Short Term Time Frame for Long Haul Work
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Common Scenarios that Impede Progress
• Losing connection with your sources of hope and inspiration
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• Making progress on the symptoms while ignoring the causes
• Sticking with a strategy that you are learning does not work.
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[More] Common Scenarios that Impede Progress
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6060
PHASE I: Campaign
PHASE II: Engage
PHASE III: Align
PHASE IV: Redesign
PHASE V: Integrate
Reactions, Questions and Discussion
ReThink Health’s Pathway to a Healthy Health System
Momentum Builders
Pitfalls
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For more information
Ella D. Auchincloss, MTS
Senior Project Leader
Stewardship and Engagement Group
ReThink Health
Cambridge, MA
(617) 686-4169
rethinkhealth.org
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Best Practice-Community
Engagement
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Live Healthy Napa
County (LHNC) Update
Partnership Health PlanNovember 9, 2015
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LHNC Overview
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What is
Live Healthy Napa County?
Collaborative process bringing together
diverse stakeholders and community
members.
Public-private-community partnership to
improve the health and wellbeing of
everyone in Napa County.
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Why
Live Healthy Napa County?
Increase health and quality of life for all
individuals, families, and communities in
Napa County.
Move away from a focus exclusively on
sickness and disease to one based on
prevention and wellness.
Create sustainable improvements in
health in Napa County.
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How?
A collaborative process, Live Healthy Napa
County has gained support and commitment
from stakeholders
Community members have come together to:
articulate and understand the specific needs and
challenges of their own community,
define their own health priorities and goals,
determine solutions to achieve a shared vision of a
healthier Napa County
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The LHNC Process
Envision
Assess
Plan
Act
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Envision
Community members will take
responsibility for improving health
through:
Shared leadership
Strategic planning
Meaningful community engagement
Coordinated action
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Assess
Community Health Assessment
Purpose:
A comprehensive assessment that
establishes the foundation for
sustainable improvements in health
in Napa County.
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Assess
Community Health Assessment
Purpose:
Gathers and analyzes data to
determine the health needs of our
community
Completed April 2013!
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OVERVIEW OF THE
COMMUNITY HEALTH
ASSESSMENT
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Overview of the Community
Health Assessment (CHA)
The CHA has three chapters:
1. The Community Strengths, Themes, and
Forces of Change Assessment
2. A Local Public Health System Assessment
3. Community Health Status Assessment
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Strengths and Challenges
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Strengths - examples
Clean, safe neighborhoods
Violent crime/100,000
Air quality
Distance to parks
Extensive partnerships and strong
collaboration
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QVMC
St. John the Baptist Catholic ChurchParentsCAN
Napa Valley Vintners
NCOE
Napa County Farm Bureau
On the Move
Napa Valley College
Clinic Ole
Cities of American Canyon, Napa and St. Helena and Town of Yountville
Napa Fire
AAoA
Napa County Agriculture; Planning, Building &
Environmental Services; Housing and Community
Development; HHSA; Sheriff’s Office
Calistoga Institute
CANVSt. Helena Family
Center
Am Can FRCNapa Chamber
SomosNapa
PuertasAbiertas
NCTPANapa Learns
Core Support Team
Cope
NEWS
LHNC Organizations
AngwinCommunity CouncilCommunity
Members
Calistoga Family Center
NVUSD
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Strong Community Involvement
2300+ surveys received
Over 300 focus group attendees
Over 200 town hall attendees
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Challenges
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Challenges
Overweight and obesity
Alcohol and drug abuse
Limited mental health services
Barriers – cost and location
Inadequate educational and economic
opportunities
People living in poverty
Graduation rates
Disparities
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OVERVIEW OF THE COMMUNITY
HEALTH IMPROVEMENT
PLAN (CHIP)
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Overview of the Community
Health Improvement Plan (CHIP)
Purpose of the CHIP:
To develop common priorities that inform and mobilize coordinated action throughout the County.
CHIP process:
1. Use Community Health Assessment to identify strategic health issues across Napa County.
2. Community stakeholders develop goals and strategies to address strategic issues and health disparities.
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Priority Areas
Improve Wellness & Healthy Lifestyles
Address the
Social Determinants of Health
Create & strengthen sustainable
partnerships for collective impact
Ensure access to high quality health services
& social supports across the life course
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Plan Development
Prioritize issues
Develop goals
Create strategies
Community Health Improvement Plan (CHIP)
Community Health Action Plan (CHAP)
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In Progress: Action
Mobilize Community
Develop Leadership
Determine Roles and Responsibilities
Evaluate Results
Report back to the Community
Action Cycle
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LHNC in 2015
Wellness
and Healthy
Lifestyles
Social
Determinant
s of Health
Sustainable
Partnerships
High Quality
Access
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Leadership Communication Structure
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Strategies for Implementation
Member engagement: reporting of activities is
critical for action phase
Focus on neighborhoods: 3 neighborhoods
deemed as “higher need” selected to start
Using data to tell our story: GIS mapping and
other data displays to illustrate importance of
SDOH
Strategy teams or “component plans”:
subgroups doing focused work in a particular
area for collective impact; aligns with and
expands on strategies in CHIP
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Reporting on Progress
More than 30
organizations are
“leads” on activities
within the CHIP
Annual progress
reports with periodic
updates and
highlights
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Progress on Activities
66 activities in the
Community Health
Improvement Plan
54% of activities
completed or in-
progress
0
10
20
30
40
50
60
70
Nu
mb
er
of
Ac
tivit
ies
CHIP Activity Progressthrough July 31, 2015
Total Activities
In progress orcompleted
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Leadership group
will focus on
strategies and
activities where
we are not seeing
progress
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Phillips Neighborhood Town Hall Meeting
Focus on Higher Need Neighborhoods
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Median Income
$106,513
Life Expectancy
85.8 years
Median Income
$61,345
Life Expectancy
75.7 years
Neighborhood
level data helps to
educate and
engage partners
around SDOH
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Component Plans/Strategy Teams
“Component Plan” activities:
Healthy Bodies Coalition - Obesity
Prevention Plan
Older Adult Component Plan
Poverty Component Plan
Behavioral Health Component Plan
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Component Plans
Live Healthy Napa County Collaborative Planning
Partnership/ Shared
Leadership
Community Input
Community Data Collection
Action Plan
roadmap
Community HealthImprovement Plan
broad priority areas, goals, objectives, and strategies
Community Health Assessment
foundational data on Napa County health and related factors
Co
lla
bo
rati
ve
Pro
cess
Component
Plansfocus on
overarching
subject areas
found in CHA
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Healthy Bodies Coalition
Obesity Prevention Plan
Plan touches on strategies throughout the CHIP
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LHNC Next Steps
Continue process of monitoring and evaluating
activities in both the CHIP/CHAP and
component plans
Maintain participant engagement with strong
focus on communication and “reporting back”
Update CHIP/CHAP as needed and begin new
assessment process in 2018
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Questions?
For more information visit:
www.livehealthynapacounty.org
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Lunch and Resource Table
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What are Health Centers and
Communities Doing?A Paneled Discussion
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West County Health Centers
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West County Health Centers
Social Determinants of Health
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Individual
SDOH
Outcome
Data
Contextual
Data
Social Determinant Overview
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Contextual
Data
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Contextual
Data
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Individual
SDOH
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Outcome
Data
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THANK YOU
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Petaluma Health Center
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Social Determinants of Health Data!
Petaluma Health Center
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Opened 1996, FQHC since 2000
23,000 patients & 114,000 annual visits• Medical
• Dental
• Women’s Health
• Mental Health
• Wellness
• School based health
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Choosing the Questions
External Factors
IOM Recommendations –Stage 3 MU
Prepare tool
Health Begins tool
Internal Factors
Current information collected
Capacity for collection
Community needs
Resources already available
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Choosing the Questions
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Collection Methods
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Front line staff need the tools!
Mild – Works with home team to get needed resources!Person with one or two needs
Moderate = Work 1:1 with patient navigatorPerson with >2 needs (unless needs are only mental health)
Severe = Work 1:1 with Case ManagersPerson >2 needs AND medical complexityMedical complexity = ANY of the following1 or more chronic illness (DM, COPD, or other) that are out of control 2 or more hospitalizations in the last six months5 or more ED visits in the last six months
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Front line staff need the tools
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Improving population health
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Challenges and Lessons (so far)Meaningful Use and the convergence of quality measures is affecting what and how we collect SDOH data.
Patients have differing preferences about how they give us information.
Kiosk positioning makes a difference.
Staff need resources to be able to do something with the new information they are given.
In the beginning of SDOH data collection look at the process measures and later (with more data available) understand more about the population.
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Contact Information
Danielle Oryn, DO, MPH, Chief Medical Informatics Officer
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Open Door Community Health Centers
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Open Door Community Health Centers believes in leveling the playing field of
human dignity by providing quality medical, dental, behavioral health, and health
services to members of our community regardless of circumstance.
Best Practices: Addressing Social Determinants of Health
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1. Shifting culture of HEALTH care
away from SICK care
2. Leveraging resources and
partnerships
3. Integration into the patient-
centered primary care delivery
system
Social Determinants
of Health
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1 EDUCATON: PATIENTS, STAFF, COMMUNITY
2
SUPPORT SYSTEMS FOR CARE TEAMS3
1 LEVERAGING PARTNERSHIPS
2DEL NORTE COUNTY:
TCE BUILDING HEALTHY COMMUNITIES
3HUMBOLDT COUNTY:
DHHS COMMUNITY HEALTH IMPROVEMENT PLAN
Culture of Whole Person Care
Resources and Partnerships
ENGAGEMENT: PATIENTS, STAFF, COMMUNITY
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1
• Targeted Patient Populations
• Document Processes
• Seek Sustainability
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1
Pediatric BMI ProjectChildren ages 6-12 in 95% for BMI
WEEK 1: Let’s Get Started!
WEEK 2: Food logs & Understanding our Food
WEEK 3: Growing Healthy with Gardening
WEEK 4: Cooking for Health
WEEK 5: Farms, Farmers’ Markets, & Family Health
WEEK 6: Let’s Move!
WEEK 7: Shop Smart at the Grocery Store
WEEK 8: Celebration and Next Steps
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1
images
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Promotores
Health Connections
Coaches
Behavioral Health Member Services
CARE TEAMS,
PATIENT CENTERED MEDICAL/HEALTH HOME,
HEALTH AND WELLNESS CENTERS….
Case Managers
INTEGRATION INTO PRIMARY CARE DELIVERY SYSTEM Interdepartmental & Interdisciplinary Support Staff
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Quality Healthcare, Access For All Since 1971
Best Practices: Addressing Social Determinants of Health
Brea Olmstead, Member Services [email protected](707) 269-7073
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Shasta County Health and Human Services
Agency
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Public Health – Provider Partnership Perinatal Substance Use and Mental Health
Terri Fields Hosler, MPH, RD, Director
Shasta County Health and Human Services Agency
Public Health Branch
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Adverse Childhood Experiences
Abuse
Physical
Emotional
Sexual
Neglect
Physical
Emotional
Household Dysfunction
Mental Illness
Incarcerated Relative
Mother treated violently
Substance Abuse
Parental Loss/Separation
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Shasta County ACE Data, 2012
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Shasta County ACE Data, 2012
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Shasta County Perinatal Substance Use Data
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Addressing Perinatal Substance Use
Healthy Babies
Program:
Public Health Nurse conducts initial home visit to assess and link to treatment
Nurse follows up with the referring provider
Nurse maintains contact throughout the treatment program
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Shasta County Perinatal Mood & Anxiety Disorder Data
12th highest rate of maternal depression of 58 counties per California MCAH Home Visiting Assessment conducted in 2010.
In 2013, maternal depression rate was 37.3, and anxiety rate was 40.9 per 1,000 Labor & Delivery discharges.
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HBP Expands to Address Maternal Mental Health
In 2011, expanded to address perinatal
mood and anxiety disorder
with First 5 Shasta
funding.
Women who are pregnant or parenting a child under
two:First 5 pays
for counseling
for uninsured/
underinsured women.
Peer support classes
offered to enhance
coping skills, bonding and attachment.
Local trainings related to perinatal
mood and anxiety
disorders.
Expanded to allow referral from other community
partners.
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Next Steps…
Adding another full-time nurse to focus on the substance use
Expand to serve women of childbearing age for both substance abuse treatment and family planning services
Re-brand program to reflect expanded scope of services
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Lessons Learned
Providers are happy to screen if they can refer to a warm handoff.
Myths still exist among some providers.
Expanding to other community based organizations will help increase referrals.
Women get connected to the services needed and the referring doctor stays in the loop.
Enhances our relationships with agencies and providers for the other work we do.
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PHC RFP Introduction
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PHC’s SDH Grants:
An OverviewAmy Turnipseed
Director of Policy and Program Development
November 9th, 2015
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Authority for SDH Grants
At the June 2015 PHC Board of
Director’s Meeting, the Board approved
supporting SDH under the “Local
Innovation Grants.” This will provide a
total of $1.5 million, allocated among
the PHC regions and awarded through
a competitive process to local
organizations.
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Background
• As a follow-up to the Board discussion on SDH in
June, PHC convened a meeting with interested board
members and invited guests to have a discussion on
SDH.
• Then we dove into what PHC’s role should be. The
optimum role (or roles) for a health plan in any given
program promoting a social determinant of health will
vary over time.
• For the purposes of these grants, PHC will serve the
role of funder, targeting SDH programs at the health
care system level.
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Two levels of SDH grants
PHC will be funding two type of opportunities under
the SDOH Initiative:
• Implementation Grants
• Planning Grants
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Implementation Grant Criteria
• Focused on helping local organizations improve the
health of PHC members.
• The proposed project is the work of a coalition
addressing SDH in general.
• The intervention is tied to the effectiveness of the health
system, including but not limited to
• access to Health Care
• health literacy programs
• initiatives integrating social services and health care
• population health management programs targeted at
high risk individuals
• Grants requests are for two years and must not exceed
$500,000.
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Planning Grant Criteria
• The grants will empower communities to develop a
community collaborative to focus initiatives on SDH that
impact their region.
• Identify community partners interested in participating
in this coalition.
• Each grantee will submit a strategic planning document
on how the coalition will be sustainable in future years.
• Grants will total no more than $50,000.
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Timeline
Deliverable Date
Release of RFP Friday, November 6, 2015
Applicants’ Conference Monday, November 9, 2015
Application due date Friday, December 18, 2015
Announcement of grantees Friday, January 29, 2016
Grant period March 1, 2016- February 28, 2018
Key tentative dates for SDOH Local Innovation Grant Initiative 2015/2016 grant cycle:
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Questions and Submission
Application Submission:
Each Application must include all contents required as documented in the
RFP. Failure to follow these specifications will result in disqualification.
All Applications are due by Friday, December 18, 2015. Applications
received after 5pm will not be considered.
Applications should be e-mailed to PHC Local Innovation Grants at
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Questions?
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Closing and Evaluation
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• Leader?
• Convener?
• Catalyst?
• Advocate?
• Participant?
• Partner?
• Other?
What is your role?
Policy Change System Change
Environmental Change
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• Reframing the narrative of health and health care
• Collaborate
• Navigate
• Use data to develop strategic frameworks
• Partner, lead, convene, catalyze, participate, and advocate
Summary of Day
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• What are your leaders passionate about?
• What does your community care about?
• What is the investment?
• What change is expected?
• How will change be measured?
• Who are the other partners working to address the issue?
• What is PHC’s role?
• How are PHC’s resources leveraged?
Questions to Consider
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Please email questions related to the SDH Project to:
Danielle Niculescu, Project Coordinator II
SDH Project Lead
Please email questions related to the RFP to:
Thank you!