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Partnerships for Improving Community Health Web Conference Series

“Comprehensive Assessment, Strategic Success” Partnerships for Improving Community Health Web Conference Series Nuts and Bolts of Partnership Development Florida Department of Health Office of Health Statistics and Assessment Spring 2009 Series Goal

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Partnerships for Improving Community Health Web Conference Series

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  1. “Comprehensive Assessment, Strategic Success” Partnerships for Improving Community Health Web Conference Series Nuts and Bolts of Partnership Development Florida Department of Health Office of Health Statistics and Assessment Spring 2009

  2. Series Goal Strengthen capacities for collaborative community-based health improvement efforts

  3. Today’s Objectives • Implement strategies for building and sustaining partnerships • Use tools to identify/inventory roles/skills needed for the partnership • Use skills learned to identify and retain active partners

  4. Community Health Assessment and Health Improvement Planning • The practice of collecting, analyzing and using data to educate and mobilize communities, develop priorities, gather resources, and plan and implement actions to improve public health. (Institute of Medicine)

  5. Why Assess the Health of Your Community? • Understand health problems, challenges • Risk factors, contributing causes • Identify strengths, gains in health status • Assets, resources • Learn community perceptions about health-related issues • Use data/information to establish priorities, improve systems

  6. How? Planning Models Matrix

  7. MAPP is • Community-wide strategic planning tool for improving public health • Method to help communities prioritize public health issues, identify resources for addressing them, and take action Mobilizing for Action through Planning and Partnerships

  8. MAPP Concepts • Mobilizing – Engaging the community • Action – Implementing a health improvement plan • Planning – Applying strategic planning concepts • Partnerships – Involves local public health system and community partners

  9. A Paradigm Shift

  10. Links to Community, Agency Strategic Planning Community Health Improvement Plan Agency Strategic Plan Vision for Community’s Health Agency Vision Agency Mission Mission of Partnership Assessment Results: LPHSA, Community Health Status Assessment Results SWOT Analysis Common Strategic Issues Community Strategic Issues Agency Strategic Issues Goals and Strategies Goals and Objectives Action Plan and Monitoring Plan Action Plan and Monitoring Plan

  11. Needs/Priorities of those we serve Partnerships Convening Program’s Goals Partners’ Goals

  12. Local Public Health System

  13. To this . . . . . . Two Key Goals: Alignment of Resources and Alignment of Individual Interests with Collective Ones To change this . . . . .

  14. The Good, the Bad and The Ugly of Community Partnerships • The Bad: • not all partners on the same page • lack of follow through • lack of leadership • becoming stagnant • maintaining involvement • sustainability • different priorities/interests • meeting just to meet • too many chiefs • The Good: • networking • more resources • more ideas • more people to help • share the work • less duplication • shared vision • learn from past experiences • different expertise/knowledge • The Ugly: • arguing among partners • negative/disruptive people • not valuing people’s time • asking partners to step down • different agendas • misunderstandings • same people involved • not open to change or new ideas • small town politics • unprofessional-ism

  15. Benefits of Collaboration in the Public Health System • Creates a healthy community and better quality of life • Increases visibility of public health • Anticipates and manages change • Creates a stronger public health infrastructure • Builds public health leadership • Creates advocates for public health • Builds stronger partnerships

  16. Questions to keep in mind as you build your partnerships: • Why are community partners so important? • What does an effective partnership look like? • How do you measure success in your partnership?

  17. Key Ingredients in Partnership Development • Identify potential partners • Recruit & retain partners • Maintain active involvement • Determine role of partners • Create partnership agreements • Plan for sustainability- every step of the way • Evaluate the partnership constantly • Celebrate successes

  18. Partnership Development • First Step: • Identify & recruit partners • Who needs to be at the table? • What are their expectations? • What is our mission and vision? • What are our goals and objectives? • Let them know what they can expect; how long will the partnership last?

  19. Identifying Partners • Why are we seeking partners? • What are our needs? • What do we hope to gain from a potential partnership? • What kind of partners are we looking for (law enforcement, education, health care, etc) ? • Are we looking for support from key decision makers in the community?

  20. Identifying Partners • What do we have to offer potential partners? • What value or benefit can we offer potential partners? • Do we have expertise or resources that would be useful to others? • Are we trying to reach the same clients or potential partners?

  21. Develop your own Partnership Skills Make your own self-improvement plan Evaluate your commitment to other partnerships Are you a good partner?

  22. How do we Market our Partnership? • Marketing creates greater awareness of your partnership in the community • Through marketing, a partnership can emphasize its association with other community partners • Marketing builds confidence in the community group. • Marketing encourages participation • Marketing helps develop contacts and expands everyone’s knowledge base

  23. Sample Partnership Information Sheet

  24. Are the right partners at the table? Who is missing?

  25. Identifying Community Partners Activity: After brainstorming, list the partners you would like to include in your community partnership. List by agency/organization and name 1. ____________________________________________________________ 2. ____________________________________________________________ 3. ____________________________________________________________ 4. ____________________________________________________________ 5. ____________________________________________________________ 6. ____________________________________________________________ 7. ____________________________________________________________ 8. ____________________________________________________________ 9. ____________________________________________________________ 10. ___________________________________________________________ 11. ___________________________________________________________ 12. ___________________________________________________________

  26. Role Inventory What are some of the roles needed in our partnerships?

  27. Potential Roles Do you have a partner who can • Evaluate components of the partnership • Manage partner database and meeting notifications • Provide guidance for policy development and program planning • Collect and analyze data; conduct community assessments • Develop Social Networking tools for the partnership • Develop and present education and training programs for partners • Educate elected officials and policy makers on health issues • Market the partnership • Monitor/analyze health-related legislation (Legislative issues)

  28. Example tool to ascertain skills, expertise of partnership members Use inventory results as a guide in assigning or selecting roles Partner Skill/Expertise Inventory

  29. Partner Roles and Skills/Expertise Checklist Use this grid to identify partnership roles, skills needed for those roles, and if you need/have a person in that role.

  30. The Good, the Bad and The Ugly of Community Partnerships • The Bad: • not all partners on the same page • lack of follow through • lack of leadership • becoming stagnant • maintaining involvement • sustainability • different priorities/interests • meeting just to meet • too many chiefs • The Good: • networking • more resources • more ideas • more people to help • share the work • less duplication • shared vision • learn from past experiences • different expertise/knowledge • The Ugly: • arguing among partners • negative/disruptive people • not valuing people’s time • asking partners to step down • different agendas • misunderstandings • same people involved • not open to change or new ideas • small town politics • unprofessional-ism

  31. Case Study Musical Chairs What would you do if this happened in your partnership? You are the leader of the Sunshine County Health Coalition. You and the coalition members have worked hard to get the right partners to the table. One very important agency sends a different representative every time the coalition meets. Before new business can be conducted, precious time is wasted bringing the new person up to speed. Commitments made by the agency’s previous representative aren’t honored. How do you ensure that the right partners stay engaged? How would you handle the issue of broken promises?

  32. Case Study • Provide new member orientation and educate on roles and responsibilities • Re-examine the meeting time and place • Survey members to find out their needs, expectations, and benefits they've gained (or not gained) • Hold elections - elect representatives from organizations (the partnership chooses its members) • Let peer pressure handle it • Be sure the minutes reflect what's been happening • Use a memorandum of agreement • Have leader take direct approach with offending organization (meet face-to-face) Possible solutions

  33. COMPASS website www.doh.state.fl.us/COMPASS Florida MAPP Field Guide On-line and print Step-by-step guide Tip sheets, worksheets Marketing materials Florida MAPP Tour Book Technical assistance On site, web conference, phone Tools and Resources

  34. Tools and Resources • www.floridacharts.com • Foundational resource for community-based health planning

  35. Need More Information? • Visit CHARTS www.floridacharts.com • Visit COMPASS website www.doh.state.fl.us/COMPASS/ • Contact DOH Office of Planning, Evaluation and Data Analysis • Christine Abarca at 850-245-4444 ext 2071, e-mail: Christine_Abarca@doh.state.fl.us • Laurie Osgood at 850-245-4444 ext. 2036, e-mail: Laurie_Osgood@doh.state.fl.us

  36. Future Modules August 12 – Techniques for Sustaining Community Partnerships August 19 – Leadership and Facilitation presented by the Dept. of Health’s Office of Performance Improvement September 2 – Evaluating your Partnership All modules take place from 2-3 pm ET

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