Community Initiative on Cardiovascular Health and Disease: The Value of Public Private Partnerships

1. Our Vision--Healthier Kansans living in safe and sustainable environments. Community Initiative on Cardiovascular Health and Disease:The Value of Public �Private Partnerships 2009 Heart Disease and Stroke Prevention Grantee Meeting Building Successful Partnerships Among Non-Traditional Partners Misty Jimerson, MS Program Manager, Kansas Heart Disease and Stroke Prevention Program Kansas Department of Health and Environment

2. Our Vision--Healthier Kansans living in safe and sustainable environments. Today�s Objectives Session participants will: Define what is meant by non-traditional partners Describe criteria for identifying partnerships Describe examples of collaboration with non-traditional partners Understand how to approach a non-traditional partner Describe challenges to forging a non-traditional partnership We have heard from Robin what a non-traditional partner is: Ask participants to reply: Tell me what the criteria is for identifying partnerships: Ask Participants to reply: We have heard from Robin what a non-traditional partner is: Ask participants to reply: Tell me what the criteria is for identifying partnerships: Ask Participants to reply:

3. Our Vision--Healthier Kansans living in safe and sustainable environments. Why do we need Partners? Funding issues Scope of the problem Advocacy Reenergize programs Necessity

4. Our Vision--Healthier Kansans living in safe and sustainable environments. What do YOU have to offer? Credibility Resources Expertise Recognition Funding Network

5. Our Vision--Healthier Kansans living in safe and sustainable environments. What do THEY have to offer? Access Funding In-kind resources Resources More partner

6. Our Vision--Healthier Kansans living in safe and sustainable environments. Public-Private Partnership Kansas Department of Health and Environment Mid-America Coalition on Health Care

7. Our Vision--Healthier Kansans living in safe and sustainable environments. Kansas Department of Health and Environment State Health Department Kansas population: 2.7 million Vision: Healthy Kansans living in safe and sustainable environments Mission: Protecting the health and environment of all Kansans by promoting responsible choices Bureau of Health Promotion�Chronic Disease Prevention and Control Heart Disease and Stroke Prevention Program priority areas: worksites, healthcare, communities Project was in part funded by the BHP at KDHE. Review mission and vision Project was in part funded by the BHP at KDHE. Review mission and vision

8. Our Vision--Healthier Kansans living in safe and sustainable environments. 60 member bi-state, regional, non-profit organization operating since 1978 as the employer-driven health care Coalition in Kansas City. Mission Improve the health of employees and their families Promote employee and community wellness Develop strategies for containing health care costs Serve as a community resource in generating and communicating health care information Mid-America Coalition on Health Care First, let�s talk about who the Coalition is, and what our role is in the Greater Kansas City area. First, let�s talk about who the Coalition is, and what our role is in the Greater Kansas City area.

9. Our Vision--Healthier Kansans living in safe and sustainable environments. Why public-private partnerships? The determinants of health are beyond the capacity of any one practitioner or discipline to manage� We must collaborate to survive as disciplines and as professionals attempting to help our communities and each other. - Institute of Medicine, 1999. Reach strategic goals by forming effective and efficient partnerships to achieve common goals. mutually beneficial (Note: organizations often have different missions, but they can still have a common goal; they collaborate by being willing to commit time, money, skills, staffing or other resources towards achieving this common goal.) Settings that are required for HDSPP efforts for cooperative agreement Reach strategic goals by forming effective and efficient partnerships to achieve common goals. mutually beneficial (Note: organizations often have different missions, but they can still have a common goal; they collaborate by being willing to commit time, money, skills, staffing or other resources towards achieving this common goal.) Settings that are required for HDSPP efforts for cooperative agreement

10. Our Vision--Healthier Kansans living in safe and sustainable environments. The value of public-private partnerships in healthy communities Public health value A new setting to reach populations Better understanding of how to work with employers Private partners value Credible, evidence based tools and resources Technical assistance with data Community health value Better integration of programs More consistent messaging across settings Increased collaboration generates innovative solutions Review points on slide.Review points on slide.

11. Our Vision--Healthier Kansans living in safe and sustainable environments. Building a public-private partnership So, we know it�s important to do, but HOW do Public Health entities and Private Industry get together? This is the hardest part. MACHC is what has brought the two together. MACHC is the liaison and link to the employers for PH in Kansas City. They have a history and reputation of bringing employers to the table and involving them in projects, so it made sense. We were able to build a successful partnership by finding an area of �common interest� between our partners. The timing was right for the partnership to begin, as both the public and private sectors had identified the need to address heart health around the same time in late 2004. KDHE received the Heart Healthy and Stroke Free Worksites Toolkit from CDC shortly before a meeting with the Coalition, where we learned that employers had just identified cardiovascular risks as the priority project to focus on. This common interest led us to identify more partners and begin project planning for the CICV. Excerpt from CDC Partnership Toolkit: Deliberate identification and articulation of common partner interests will help them to be more visible and partnerships can be developed to accommodate interests and goals of both the public and the private sector.So, we know it�s important to do, but HOW do Public Health entities and Private Industry get together? This is the hardest part. MACHC is what has brought the two together. MACHC is the liaison and link to the employers for PH in Kansas City. They have a history and reputation of bringing employers to the table and involving them in projects, so it made sense. We were able to build a successful partnership by finding an area of �common interest� between our partners. The timing was right for the partnership to begin, as both the public and private sectors had identified the need to address heart health around the same time in late 2004. KDHE received the Heart Healthy and Stroke Free Worksites Toolkit from CDC shortly before a meeting with the Coalition, where we learned that employers had just identified cardiovascular risks as the priority project to focus on. This common interest led us to identify more partners and begin project planning for the CICV. Excerpt from CDC Partnership Toolkit: Deliberate identification and articulation of common partner interests will help them to be more visible and partnerships can be developed to accommodate interests and goals of both the public and the private sector.

12. Our Vision--Healthier Kansans living in safe and sustainable environments. Community Initiative on Cardiovascular Health and Disease Goals: Improve Worksite CV wellness and secondary prevention outcomes for employees and their dependents. Improve coordination of care for Acute Coronary Syndrome by focusing on Clinical efforts of providers, health plans and public health. Improve Community awareness of CV risk factors and secondary prevention. Reduce health care and lost productivity costs. WHAT were we trying to accomplish through this partnership? The Community Initiative on Cardiovascular Health and Disease reflects employers� recognition that cardiovascular (CV) disease is the leading killer of men and women in the United States, its risk factors are the most prevalent chronic conditions in the workforce, and it is a leading cause of disability. Goals of the 3 distinct parts of the project: worksite, clinical, community WHAT were we trying to accomplish through this partnership? The Community Initiative on Cardiovascular Health and Disease reflects employers� recognition that cardiovascular (CV) disease is the leading killer of men and women in the United States, its risk factors are the most prevalent chronic conditions in the workforce, and it is a leading cause of disability. Goals of the 3 distinct parts of the project: worksite, clinical, community

13. Our Vision--Healthier Kansans living in safe and sustainable environments. Metro Areas Where the project is focused: (Important to understand the dynamics of the market before we get too far) KC Metro is only one portion of KS, and we are starting in this market with a model we want to use across the state. Considerations for us in using KC include: Notice KC is a bi-state market so it was important that we collaborated with partners from MO also. Highlight the other metro areas of the state which shows how rural we are. Hopeful that the model we�ve developed will be replicable by both larger metro areas and rural communities. We are aware that lessons learned and materials developed must be dynamic enough to fit in other sizes of communities. Where the project is focused: (Important to understand the dynamics of the market before we get too far) KC Metro is only one portion of KS, and we are starting in this market with a model we want to use across the state. Considerations for us in using KC include: Notice KC is a bi-state market so it was important that we collaborated with partners from MO also. Highlight the other metro areas of the state which shows how rural we are. Hopeful that the model we�ve developed will be replicable by both larger metro areas and rural communities. We are aware that lessons learned and materials developed must be dynamic enough to fit in other sizes of communities.

14. Our Vision--Healthier Kansans living in safe and sustainable environments. Mid-America Coalition on Health Care Community Initiative on Cardiovascular Health and Disease The Partners (talk through each one since we eliminated other slides) Examples of participating employers: Sprint, Hallmark, Large Medical Center, Local school district, AAFP � headquartered in KC, Cerner, -- all in all 400,000 lives firm-wide Funding (This is important since we are talking about sustainability and replication, so let�s talk about this�) 1.2 million dollar project funded by Heart Disease and Stroke Prevention Programs from KS and MO. Money awarded thru a cooperative agreement to the states by the CDC All 14 employers paid a fee (4,000) Private Health care foundations (Sunflower Foundation in Kansas) Pharmaceutical companies MACHC operating funds (dues, etc) Incredible in-kind support The Model: The Initiative follows a worksite, clinical and community model, working collaboratively with employers, health plans, providers, schools and universities, associations, media, pharmaceutical companies, national researchers, and various components of local, state and national governments. It focuses on hypertension, cholesterol, smoking, obesity, nutrition, and physical inactivity. It engages employers in a proactive approach to CV disease, developing �best practices� for the workplace and community. Focuses on hypertension, cholesterol, smoking, obesity, nutrition and PA. Consists of 3 phases each having parallel messaging Here are the 3 parts. We began focusing on the worksite piece where products have been developed that can actually be used in the clinical and community pieces. Worksite: Will talk in detail about the products developed Goal is to shift employers from a reactive to a proactive approach, developing �best practices� for the workplace and community Clinical: Looking at the complete continuum of care for ACS from the time 911 is called to the point when the person returns to work Looking at the points of service providers along the continuum and information exchange: Where are the gaps in care from information exchange? Goal is to develop a toolkit that will provide GUIDELINES as well as the information that needs to be exchanged and other piece is medication adherence (i.e. Beta Blokers adherence after a person leaves the hospital) Community: Again parallel messaging for CVH and Risk Factors. Focuses on the chain of survival in communities and brings employers and clinical components together. HOW we carried out the worksite components: Phases I, II, III and IV Phase I � Information Gathering (through June, 2005) DONE Phase II � Employer assessments (through winter 2005-6) DONE Phase III � Implementation (2006-2008) Connecting the Dot --VBB Phase IV � Measurement (2008-2009) The Partners (talk through each one since we eliminated other slides) Examples of participating employers: Sprint, Hallmark, Large Medical Center, Local school district, AAFP � headquartered in KC, Cerner, -- all in all 400,000 lives firm-wide Funding (This is important since we are talking about sustainability and replication, so let�s talk about this�) 1.2 million dollar project funded by Heart Disease and Stroke Prevention Programs from KS and MO. Money awarded thru a cooperative agreement to the states by the CDC All 14 employers paid a fee (4,000) Private Health care foundations (Sunflower Foundation in Kansas) Pharmaceutical companies MACHC operating funds (dues, etc) Incredible in-kind support The Model: The Initiative follows a worksite, clinical and community model, working collaboratively with employers, health plans, providers, schools and universities, associations, media, pharmaceutical companies, national researchers, and various components of local, state and national governments. It focuses on hypertension, cholesterol, smoking, obesity, nutrition, and physical inactivity. It engages employers in a proactive approach to CV disease, developing �best practices� for the workplace and community. Focuses on hypertension, cholesterol, smoking, obesity, nutrition and PA. Consists of 3 phases each having parallel messaging Here are the 3 parts. We began focusing on the worksite piece where products have been developed that can actually be used in the clinical and community pieces. Worksite: Will talk in detail about the products developed Goal is to shift employers from a reactive to a proactive approach, developing �best practices� for the workplace and community Clinical: Looking at the complete continuum of care for ACS from the time 911 is called to the point when the person returns to work Looking at the points of service providers along the continuum and information exchange: Where are the gaps in care from information exchange? Goal is to develop a toolkit that will provide GUIDELINES as well as the information that needs to be exchanged and other piece is medication adherence (i.e. Beta Blokers adherence after a person leaves the hospital) Community: Again parallel messaging for CVH and Risk Factors. Focuses on the chain of survival in communities and brings employers and clinical components together. HOW we carried out the worksite components: Phases I, II, III and IV Phase I � Information Gathering (through June, 2005) DONE Phase II � Employer assessments (through winter 2005-6) DONE Phase III � Implementation (2006-2008) Connecting the Dot --VBB Phase IV � Measurement (2008-2009)

15. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Employers: Impacting 400,00 lives firm-wide American Academy of Family Physicians American Century Investments Blue Cross and Blue Shield of Kansas City Butler Manufacturing Center School District Cerner Corporation Hallmark Cards JE Dunn Construction Group City of Kansas City, Missouri Saint Luke�s Health System Sprint Nextel State of Kansas UnitedHealthcare of the Midwest University of Kansas Hospital Authority Representing 120,000 lives in the Kansas City region and 400,000 firm-wide Employers range in size from small to very large: AAFP and Center school around 450 Sprint Nextel at 18,000 in KC, 77,000 world-wide Kansas at 37,000 Median size: 5,100 employeesRepresenting 120,000 lives in the Kansas City region and 400,000 firm-wide Employers range in size from small to very large: AAFP and Center school around 450 Sprint Nextel at 18,000 in KC, 77,000 world-wide Kansas at 37,000 Median size: 5,100 employees

16. Our Vision--Healthier Kansans living in safe and sustainable environments. Project Objectives: Worksites Increase employee participation in employer/plan programs Increase knowledge of CV risks, prevention strategies and individual CV health status Improve long-term health of employees Reduce overall employer health care costs Worksite piece objectives Better participation from employees in employer programs or health plan programs Better knowledge of CV risks, prevention strategies and individual CV health status of employees Improved long term health of employees so that they can have better quality of life and job performance and productivity Decrease employer health care costs Worksite piece objectives Better participation from employees in employer programs or health plan programs Better knowledge of CV risks, prevention strategies and individual CV health status of employees Improved long term health of employees so that they can have better quality of life and job performance and productivity Decrease employer health care costs

17. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Worksite Component Baseline Surveys (2006, re-measured 2009): Leadership Survey Heart Healthy Lifestyles Employee Attitudinal Survey Employer Worksite Wellness Environment Inventory Cardiovascular Health Plan Benefit Design Survey Productivity Measurements Available health risk Data �Connecting the Dots� Medical Claims Analysis Health Risk Appraisals Medical Screenings Phase II � Employer Design (through winter 2005-6) Early 2006 � each employer completed a series of baseline Surveys The baseline assessments were compiled and individuals as well as company comparison reports were developed for each employer Surveys: Leadership Survey � Ron Goetzel Heart Healthy Lifestyles Employee Attitudinal Survey � Unique to MACHC JOEM? Employer Worksite Wellness Environment Inventory (adapted from NY State - �Heart Check�) Cardiovascular Health Plan Benefit Design Survey - Productivity Measurements Available Risk Data �Connecting the Dots� Medical Claims Analysis Health Risk Appraisals Medical Screenings Phase II � Employer Design (through winter 2005-6) Early 2006 � each employer completed a series of baseline Surveys The baseline assessments were compiled and individuals as well as company comparison reports were developed for each employer Surveys: Leadership Survey � Ron Goetzel Heart Healthy Lifestyles Employee Attitudinal Survey � Unique to MACHC JOEM? Employer Worksite Wellness Environment Inventory (adapted from NY State - �Heart Check�) Cardiovascular Health Plan Benefit Design Survey - Productivity Measurements Available Risk Data �Connecting the Dots� Medical Claims Analysis Health Risk Appraisals Medical Screenings

18. Our Vision--Healthier Kansans living in safe and sustainable environments. Connecting the Dots Connecting data available to employers before the project with data from the surveys. Designing interventions with this data as information. Developing objectives, strategies, actionsConnecting data available to employers before the project with data from the surveys. Designing interventions with this data as information. Developing objectives, strategies, actions

19. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Worksite �Intervention Types� Data Management: Enhance strategies to identify, collect, and integrate sources of data to measure health improvement efforts. Leadership Support: Increase leadership support for employee health improvement efforts. Environment: Increase the environmental support for employee health improvement efforts. Employee Engagement: Increase employee engagement in health improvement efforts through improved satisfaction and motivation to change. Clinical Risk Rating: Increase participation in biometric screenings and HRAs to identify prevalent cardiovascular risk factors, and implement targeted interventions aimed at risk reduction. Productivity: Decrease the percent of employees who report a limitation of productivity while at work. Health Plan Benefit Design: Assess current benefit design and incorporate value based benefits strategies as appropriate. Return on Investment: Reassess identified data sources to evaluate outcomes of interventions, and develop strategy to communicate this evaluation to leadership. So, we�ve talked about the broad components of the CICV and how all stakeholders fit into this puzzle � now let�s dive into what our employers are doing within their own work sites. This slide shows the 8 areas our employers are working on. You can see that these make for a comprehensive health improvement model, and holds true to the Coalition�s strategy that it must start and end with data. This is a strong component of the work we are doing, and will only continue to grow as we focus more on measures of success in 08 and 09. You can see from these metrics that incentives are inherent in much of what the employers are doing. Let�s review this: Data management � the employers recognized that before implementing an incentive program, they needed to know a couple things � 1) what behaviors needed to change, and 2) what employees expect from incentives and health improvement activities. This was identified through baseline assessments, screenings, and HRA data. We will talk more about this in a minute. Leadership support � Our employers have varying level of leadership support for the use of incentives. While most are supportive, we have found some do not believe this is the role of the employer (it should be intrinsic motivation). This definitely impacts the type and degree of incentives used. Environment � The employers completed an Environment Inventory at the beginning of this initiative, and identified areas where the actual work site setting was counter-productive for many of their health improvement efforts. This includes things like food choices, walking areas and stair wells, and employees trained in CPR and AED usage. As employers began to address these issues, it became obvious that employees had to become more supportive � thus the use of incentives. A great example is a cafeteria punch card that allows employees to get the 10th healthy item they purchase free. Employee engagement � Isn�t this what it incentives are ultimately all about? We can build the greatest programs and benefits, but if the employees aren�t interested and engaged, it won�t matter. This metric focuses on messaging, satisfaction, and motivation � all of which are influenced by the use of incentives. Clinical risk rating � Employers know they need to increase participation in these activities if they want relevant data! Increasing participation in HRAs and screenings is the first step to improving the health of employees, and incentives seem to be the most effective strategy Productivity � Maybe not quite as direct, but incentivized, engaged employees are more productive. Benefit Design � This is the area that many of our employers are starting to dabble in, and will get a much more complete �welcome� to in the next two years. The Coalition is advancing the CICV project with So, we�ve talked about the broad components of the CICV and how all stakeholders fit into this puzzle � now let�s dive into what our employers are doing within their own work sites. This slide shows the 8 areas our employers are working on. You can see that these make for a comprehensive health improvement model, and holds true to the Coalition�s strategy that it must start and end with data. This is a strong component of the work we are doing, and will only continue to grow as we focus more on measures of success in 08 and 09. You can see from these metrics that incentives are inherent in much of what the employers are doing. Let�s review this: Data management � the employers recognized that before implementing an incentive program, they needed to know a couple things � 1) what behaviors needed to change, and 2) what employees expect from incentives and health improvement activities. This was identified through baseline assessments, screenings, and HRA data. We will talk more about this in a minute. Leadership support � Our employers have varying level of leadership support for the use of incentives. While most are supportive, we have found some do not believe this is the role of the employer (it should be intrinsic motivation). This definitely impacts the type and degree of incentives used. Environment � The employers completed an Environment Inventory at the beginning of this initiative, and identified areas where the actual work site setting was counter-productive for many of their health improvement efforts. This includes things like food choices, walking areas and stair wells, and employees trained in CPR and AED usage. As employers began to address these issues, it became obvious that employees had to become more supportive � thus the use of incentives. A great example is a cafeteria punch card that allows employees to get the 10th healthy item they purchase free. Employee engagement � Isn�t this what it incentives are ultimately all about? We can build the greatest programs and benefits, but if the employees aren�t interested and engaged, it won�t matter. This metric focuses on messaging, satisfaction, and motivation � all of which are influenced by the use of incentives. Clinical risk rating � Employers know they need to increase participation in these activities if they want relevant data! Increasing participation in HRAs and screenings is the first step to improving the health of employees, and incentives seem to be the most effective strategy Productivity � Maybe not quite as direct, but incentivized, engaged employees are more productive. Benefit Design � This is the area that many of our employers are starting to dabble in, and will get a much more complete �welcome� to in the next two years. The Coalition is advancing the CICV project with

20. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Clinical Interventions Slide illustrates the connection between some of the Worksite interventions/recommendations and Clinical interventions/recommendations for employers and employees� particularly in the arena of �Chain of Survival.� Parallel process� Clinical aspect of CICV project (heart health / survival includes knowing the signs and symptoms, and reducing delay in seeking treatment) Increase adherence to evidence-based medicine such as AHA/ ACC guidelines, Increase communication across providers and transitions of care along the ACS continuum, Improve patient medication adherence to cardiovascular medications. Slide illustrates the connection between some of the Worksite interventions/recommendations and Clinical interventions/recommendations for employers and employees� particularly in the arena of �Chain of Survival.� Parallel process� Clinical aspect of CICV project (heart health / survival includes knowing the signs and symptoms, and reducing delay in seeking treatment) Increase adherence to evidence-based medicine such as AHA/ ACC guidelines, Increase communication across providers and transitions of care along the ACS continuum, Improve patient medication adherence to cardiovascular medications.

21. Our Vision--Healthier Kansans living in safe and sustainable environments. Project Objectives: Clinical Improve communication across provider settings to decrease adverse events and duplicate tests. Increase provider and consumer understanding of the importance of coordinated care, and strategies to improve this. Improve provider adherence to AHA/ ACC guidelines for heart attack care. �Adverse events� include adverse drug events (ADE) and a second heart attack or stroke�Adverse events� include adverse drug events (ADE) and a second heart attack or stroke

22. Our Vision--Healthier Kansans living in safe and sustainable environments. Coordination of Care: Navigating the system Coordination of Care: Navigating the systemCoordination of Care: Navigating the system

23. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Clinical Component Phase I � Project identification, foster collaboration, and education of stakeholders Phase II � Market assessments: Identify barriers and best practices Phase III � Provider toolkit development and strategic planning Phase IV � Implementation and Provider Education WHAT we didWHAT we did

24. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Community Interventions Slide illustrates the connection between some of the Worksite interventions/recommendations and Clinical interventions/recommendations for employers and employees� particularly in the arena of �Chain of Survival.� Parallel process� Clinical aspect of CICV project identified opportunity for community portion (heart health / survival includes knowing the signs and symptoms, and reducing delay in seeking treatment) Resources used: American Heart Association�s �Strategies for Reducing Delay� paper �Act in Time� campaign materials Slide illustrates the connection between some of the Worksite interventions/recommendations and Clinical interventions/recommendations for employers and employees� particularly in the arena of �Chain of Survival.� Parallel process� Clinical aspect of CICV project identified opportunity for community portion (heart health / survival includes knowing the signs and symptoms, and reducing delay in seeking treatment) Resources used: American Heart Association�s �Strategies for Reducing Delay� paper �Act in Time� campaign materials

25. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Clinical Findings: Leading to Community Interventions Delay in seeking treatment is a factor in low survival rates for CV events: Low by-stander activation / response Low use of CPR Delay in calling 9-1-1 Lack of access to AEDs; or low use if available Resources: American Heart Association�s �Strategies for Reducing Delay� paper �Act in Time� campaign materials Existing Public Health Model: �HeartSafe Communities� Findings indicated that delay in seeking treatment was a factor in low survival rates for CV events� particularly heart attack Low by-stander activation / response Low use of CPR Delay in calling 911 Lack of access to PDA (AED); or low use if available Resources used to address these issues / educate and activate Used AHA strategies for reducing delays Act in TimeFindings indicated that delay in seeking treatment was a factor in low survival rates for CV events� particularly heart attack Low by-stander activation / response Low use of CPR Delay in calling 911 Lack of access to PDA (AED); or low use if available Resources used to address these issues / educate and activate Used AHA strategies for reducing delays Act in Time

26. Our Vision--Healthier Kansans living in safe and sustainable environments. HeartSafe Kansas Early Access to Care Knowledge of Signs and Symptoms of Heart Attack and Stroke Calling 911 Early CPR Bystander initiated CPR Early Defibrillation Bystander initiated Defibrillation Early Advanced Care Emergency vehicles equipped Community desgination program designed to Community desgination program designed to

27. HeartSafe Community Requirements Provide identified number of CPR with AED trainings in community Ensure identified number of AEDs are installed within community Develop an evaluation plan Develop a response plan that furthers the goal of saving lives from cardiac arrest Our Vision--Healthier Kansans living in safe and sustainable environments.

28. Our Vision--Healthier Kansans living in safe and sustainable environments. CICV Community: Next Steps Adoption of HeartSafe Communities in Kansas Positioning employers/worksites as champions for the HeartSafe Kansas initiative Work with Regional ECC Community Strategies Council on ways to replicate beyond Kansas. What�s Next? Need to address connection between employer education and clinical findings through worksite replication 1. Requires a systems change model 2. Replication of Worksite initiatives in two Kansas counties (Allision will share about those) 3. Goal: To position employers as community leaders for HeartSafe community initiatives 4. Example of a public-private partnership to promote community healthWhat�s Next? Need to address connection between employer education and clinical findings through worksite replication 1. Requires a systems change model 2. Replication of Worksite initiatives in two Kansas counties (Allision will share about those) 3. Goal: To position employers as community leaders for HeartSafe community initiatives 4. Example of a public-private partnership to promote community health

29. Our Vision--Healthier Kansans living in safe and sustainable environments. Advancing the Partnership: 2009 and Beyond Implementation of project tools in other communities across Kansas 3 counties already completed baselines Launch of HeartSafe Kansas New partnership around CDSMP �Building a Healthier Heartland� Partnership National Business Coalition on Health �Community Partnership� work group � �Building the Business Case�

30. Our Vision--Healthier Kansans living in safe and sustainable environments. Challenges Language Human Resources Medical Benefit/Insurance Government Buy-in Employer Supervisors Employee�s Financial Barriers

31. Our Vision--Healthier Kansans living in safe and sustainable environments. Contact Information Misty Jimerson, MS Program Manager Kansas Heart Disease and Stroke Prevention Program Bureau of Health Promotion Kansas Department of Health and Environment 785-291-3195 MJimerson@kdheks.gov