Experts Panel on Improving Health Outcomes for Children Planning - - PowerPoint PPT Presentation

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Experts Panel on Improving Health Outcomes for Children

Planning Meeting Thursday, March 2, 2017- 8:30 am- 4:30 pm City Hall, 2nd Floor Board Room City of Prince George Liz Weaver, Tamarack Institute liz@tamarackcommunity.ca

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Welcome and Setting the Context

Chris Bone, Manager Social Development, City of Prince George

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Outcomes for the Meeting

• Agreement on the task ahead (including setting boundaries/areas of focus for

strategy development, considering actions and approaches for strategy development)

• Establishing a timeline for setting out the work over the next six months
• Determining indicators linked to the strategies (and a discussion about the

underlying research and baseline data available to inform the work)

• Consideration of who is not at the strategy table and how to include their

voices in informing the work

• Building toward a sector-wide workshop in the Fall 2017 with the intended
• utcome of endorsing the strategy and building commitment to

implementation

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Agenda for Today

Morning

• Welcome and Context
• Overview of Collective Impact
• Our Journey to Date
• Our Task and Timeline
• Sharing Perspectives on

Children’s Health

• Setting Boundaries – Part 1

Afternoon

• Setting Boundaries – Part 2
• Identifying Initial Strategies
• Developing a Timeline
• Final Thoughts and Reflections

Aligning knowledge and practice to build a connected force of leaders engaging in community change.

We focus on five big ideas for making significant community change. Turning theory into practice is critical for community change. We work deeply in two practice areas to get to impact.

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An Overview of Collective Impact

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Characteristics of Complex Problems

Complex problems are difficult to frame The cause and effect relationships are unclear There are diverse stakeholders Each experience is unique The characteristics and dynamics of the issue evolve There is no obvious right or wrong set of solutions There is no single measure of success The community is also evolving and changing

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Collective Impact: A Definition

A disciplined, cross-sector approach to solving complex social and environmental issues on a large scale.

• FSG: Social Impact Consultants

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Collective Impact – Framing Questions

• Do we aim to effect ―needle- change (i.e., 10% or

more) on a community-wide metric?

• Do we believe that a long-term investment (i.e., three

to five-plus years) by stakeholders is necessary to achieve success?

• Do we believe that cross-sector engagement is

essential for community-wide change?

• Are we committed to using measurable data to set

the agenda and improve over time?

• Are we committed to having community members

as partners and producers of impact?

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Preconditions for Collective Impact

• Influential Champion(s)
• Urgency of issue
• Adequate Resources

The Five Conditions of Collective Impact

Common Agenda Shared Measurement Mutually Reinforcing Activities Continuous Communication Backbone Support All participants have a shared vision for change including a common understanding

• f the problem and a joint approach to solving it through agreed upon actions

Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivation Creating and managing collective impact requires a dedicated staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies

Source: FSG

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The Five Conditions of Collective Impact

Exploring * Alignment * Tracking Progress * Results Diverse Voices * Responsive * Community Aspiration Weaving * System * Supportive * Centered Trust * Transparency * Ongoing * Engagement Facilitate * Convener * Coordinate * Movement

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• Define the challenge to be

addressed.

• Acknowledge that a collective

impact approach is required.

• Establish clear and shared

goal(s) for change.

• Identify principles to guide

joint work together.

Common Agenda

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Our mission is to engage the community and influence leadership to optimize social impact Our vision is a strong community working together to improve the quality of life for all citizens of Greater Saint John area High level targets within five years:. Within two years 90% of all children will achieve grade 2 literacy standards. Within five years, 90% of all students will graduate from high school.

Pillar #1

Transform low-income neighbourhoods into vibrant mixed income communities

Pillar #2

Close the education achievement gap

Pillar #3

Improve the health of residents through neighbourhood-based health centres

Pillar #4

Education and training leads to employment for low-income residents

High level target within five years: The low-income population in one neighbourhood has been reduced by 15%. High level target within five years: Every low-income neighbourhood has a neighbourhood-based health centre which demonstrates a return on investment (e.g. reduced emergency room use). High level target within five years: In two years 200 families on income assistance attain employment, and in five years 500 families on income assistance attain employment.

Leadership Team Co-chaired by Paulette Hicks and Jack Keir

Business Community and Non-profit Education Government

• Business Community Anti-

Poverty Initiative: Brice Belyea Paulette Hicks Monica Chaperlin

• Enterprise Saint John: Steve

Carson

• Association Regionale de la Communauté

francophone de Saint-Jean: Michel Côté

• Boys and Girls Club: Amy Shanks
• The Community Foundation:

Doug MacDonald Mike Murphy Kelly Evans

• Human Development Council: Hemant

Kumar Randy Hatfield

• Neighbourhoods: Juanita Black
• United Way: Tanya Chapman Wendy

MacDermott

• Vibrant Communities: Dr. Regena

Farnsworth Barry Galloway

• Living SJ staff: Cathy Wright

Melanie Hientz

• Anglophone South School District:

Zoe Watson

• New Brunswick Community College:

Chris Toole

• University of New Brunswick
• VP Office: Tracey Chiasson
• Business: Dr. Fazley Siddiq
• Urban & Community Studies

Institute: Natalie Folster Municipal

• City of Saint John: Councillor MacKenzie

Jacqueline Hamilton Phil Ouellette Kevin Watson Barry Freeze

• Fundy Regional Service Commission: Jack Keir
• Grand Bay-Westfield: Mayor Losier

Provincial

• Community Health, Horizon Health: Dawn Marie Buck
• Economic and Social Inclusion Corporation: Stephane LeClair
• Healthy & Inclusive Communities: Marlien McKay
• Horizon Health Network: Brenda Kinney
• Mental Health, Horizon Health: Sue Haley-LaJoie
• Post-Secondary Education, Training & Labour:

Barbara Kierstead Shanks Paul Graham

• Social Development: Dan Cameron

Brian Marks Federal

• Service Canada, Mary Allaby

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• Identify key measures that capture

critical outcomes.

• Establish systems for gathering and

analyzing measures.

• Create opportunities for “making-

sense” of changes in indicators.

Shared Measurement

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• Agreement on key outcomes.
• Orchestration and specialization.
• Complementary – sometimes “joined up”
• strategies to achieve outcomes.

Mutually Reinforcing Activities

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• Create formal and informal measures

for keeping people informed

• Communication is open and reflect a

diversity of styles

• Difficult issues are surfaced, discussed

and addressed

Continuous Communication

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• Guide vision & strategy
• Support aligned activities
• Established shared

measurements

• Build public will
• Advance policy
• Mobilize funding

Like a manager at a construction site who attends to the whole building while carpenters, plumbers and electricians come and go, the support staff keep the collaborative process moving along, even as the participants may change.

Jay Connor, 2004

Community Visions, Community Solutions: Grantmaking for Comprehensive Impact

Backbone Infrastructure

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Collective Impact as a Disruptive Innovation

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Mindset Shift: Who is Involved?

Whose “eyes should be on the problem” but aren’t, currently?

• At the Steering Committee Level
• At the Working Group Level

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Mindset Shift: How People Work Together

• Create a common intent
• Structure to take advantage of emergence
• Collective Seeing
• Collective Learning
• Collective Doing

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Mindset Shift: How Progress Happens

Think ‘System Strategy’ not ‘Program Strategy’

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Strategies to get to Systems Change

• Policy: advocating for policy change at local or provincial levels

to improve the systems

• Enhancing services: bringing in previously unnoticed practice,

movement or resources to enhance existing local services

• Learning through a prototype: start small with willing partners,

learn from the experience and then expand

• Increasing coordination: re-aligning existing programs and

stakeholders to maximize system efficacy

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Mindset shift: Collective Leadership

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Things to Consider in Collective Impact

• Patient capital
• Persistence for longer term

systems change

• Align funders across sectors to

common agenda

• Legitimize the work of the

collaborative table

• No playbook, support and advance

the skills and capacity of collaborative partners

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Our Journey to Date

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Our Timeline and Task

• Timeline: March 2017 to October 2017 – Community Gathering
• Task:
• Collectively Define ‘Improving Outcomes for Children’s Health’
• Identify strategies to Improve Outcomes for Children’s Health
• Identify data and shared measures to determine progress

March 17 April 17 May 17 June 17 July 17 August 17 Sept 17 Oct 17

Experts Panel 1st Meeting Community Check In

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Responsibilities of Experts Panel

Strategy and Indicator Development

• Set boundaries and / or determine areas of focus for strategy

development

• Review research on effective strategies (regionally and nationally)
• Use data to inform identification of common strategies and ongoing

refinement

• Determine how the working group will measure progress and success

Implementation

• Develop action plans (i.e., specific monthly tasks and who will take

them on) for each strategy identified

• Coordinate activities among working group member agencies and
• thers in the community
• Identify funding sources and local agencies to support and/or execute

strategies

• Identify other resources (e.g., materials, volunteers) needed to

implement strategies

• Provide progress updates to the Community and respond to their

feedback Process

• Attend monthly meetings
• Commit to 6-12 months of Experts Panel membership
• Review pre-read materials prior to meetings and come prepared for

engaged discussion, active listening, and respectful dialogue

• Support research and outreach between meetings as needed and

agreed-upon Leadership

• Champion the effort broadly in the community
• Where possible, align the actions of your agency to the goals,

indicators, and strategies of the working group Source: Collective Impact Forum – www.collectiveimpactforum.org

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Agreements for Working Together – Starting Point

• Use content knowledge that is in the room
• Personally attend meetings and participate actively
• Commit to open conversation and share perspectives
• Commitment to working to timeline
• Use data to inform decision making
• Other?

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Setting the Context for Improving Health Outcomes for Children

Framing Questions

• What do we know about the current state of children’s health?
• What are the areas of concern? What are leverage points?
• Who else needs to be included in the conversation?

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Setting Boundaries around the Goal of Improving Health Outcomes for Children

• Geographic scope of work: Region, City, Specific Neighbourhoods
• Population Focus: specific demographic focus
• Systems, Policy, Environmental Focus: What to consider?
• Access to Relevant Data/Current Indicators – eg. EDI
• Leverage opportunities for quick wins
• Other boundaries to consider?

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Lunch and Networking

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Setting Boundaries around the Goal of Improving Health Outcomes for Children

• Geographic scope of work: Region, City, Specific Neighbourhoods
• Population Focus: specific demographic focus
• Systems, Policy, Environmental Focus: What to consider?
• Access to Relevant Data/Current Indicators – eg. EDI
• Leverage opportunities for quick wins
• Other boundaries to consider?

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Identifying Initial Strategies

Develop Strategies

• The Experts Panel will identify a set of strategies and actions that will collectively contribute to progress toward the initiative goal.

You will identify strategies that are both short- and long-term, and are assessed against a set of common criteria to ensure that the strategies are selected and sequenced in such a way so as to help meet the initiative goals. Strategies could include a wide range of actions and approaches for improving outcomes for the target population, but should:

• Be Evidence-Based: grounded in research that demonstrates potential for dramatic change in youth outcomes
• Build on Momentum: have potential to make progress quickly and build upon existing momentum
• Be Systems-Changing: serve as starting point for broader systems-level change
• Move at Scale: have potential to significantly move one or more topline indicators for the CI initiative at scale
• Be Collaborative: benefit from collaboration
• Identify Leadership: have a clear lead organization with the commitment and capacity to move

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Different types of Strategies

• Short-Term/Quick-Win: Expect implementation and outcomes in the next

3 months to 1 year

• Long-Term: Expect implementation and outcomes over 1+ years
• Policy and Advocacy: Pursued and implemented over any time period, at

local or state, legislative or executive levels

• Learning Strategy/Prototype: Expect implementation and outcomes over

the next 6 months. Opportunities to test a strategy in a targeted manner to learn and inform future strategies (target by geography, population, partners, etc.)

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Table Discussion

• What strategies will lead to systems

influence and change?

• What strategies are already in place in

the community which could benefit from additional resources?

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Developing a Planning Timeline

March 17 April 17 May 17 June 17 July 17 Aug 17 Sept 17 Oct 17

Experts Panel First Meeting Community Engagement Session

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Questions?

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Final Thoughts and Reflections

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Thank You!

Please share your feedback with us at tamarack@tamarackcommunity.ca