Launch Event Thursday, October 12, 2017 May 3, 2013 - - PowerPoint PPT Presentation

Launch Event

May 3, 2013

www.BostonFed.org/WorkingCities Design session 4, Middletown, CT Thursday, October 12, 2017

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Working Cities Challenge - CT WELCOME!

• Deputy Commissioner Kurt Westby, State of CT

Department of Labor

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Today’s Goals

• 1. Data for Learning – Teams will identify the learning questions that will

help you test your strategies and actions and deepen your understanding

• f your targeted population – including how race and equity show up.
• 2. Data for Accountability and Decision Making – teams will use your

understanding of your baseline conditions and determine what short- term outcome measures you need to communicate progress towards your shared result and make decisions about future actions.

• 3. Team Governance –Teams will identify key considerations as to how you

need to be structured to make decisions, communicate progress, and establish accountability within the team and with the broader community.

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Today’s Agenda

AM – Data for Accountability and Decision Making

• Boston Fed -- Overview of data for accountability

and decision-making

• Dr. Brita Roy -- Use of data to measure impact,

inform decision making and build accountability

• Teams -- Determine a set of outcome measures to

help you assess short-term (i.e. within 3 years) progress toward shared result Lunch

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Today’s Agenda

PM –Data for Learning and Governance

• Boston Fed -- Overview of data for learning
• Jenna Wills, Working Cities, Worcester, MA -- How data is

used for learning

• Brief overview of governance
• Team Huddle – What does your governance structure look

like, and how is it working?

• Team Exercises -- Teams build a Learning Agenda
• Wrap-up

Celebrate!!!!!!

Visit with colleagues after the session to mark the completion

• f the design phase sessions

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Data and learning questions in the implementation application

• A. Design phase process and results
• 1. What questions (from your team’s design application) did your

team seek to answer during the design phase? How did you address them and what did you learn? What additional questions came up along the way?

• 2. Discuss your team’s approach to adaptive leadership during the

design phase by giving specific examples of ‘elephants’, assumptions, biases you identified, a new approach, or a new insight. How did the adaptive leadership framework (as discussed at design session #1) shape your team’s work in the design phase

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Data and Learning Questions in the implementation application

• B. Data and evidence for learning and decision-making
• 1. How have you gathered and used informal data (such as from

connecting with lower income and diverse residents) from the communities to be served? How has it helped you to better understand the needs of your community and the root causes of your economic growth challenge?

• 2. What data (from all sources) will your team collect and use during

implementation to learn, ask questions, make decisions and track progress? Who will be responsible for collecting data, and how will it happen?

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Team Huddle

• Introduce new team members / review

progress made since last session / set intentions for the day (5 minutes)

• Warm-up exercise: There’s Something About

Data . . . (10 minutes)

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There’s Something About Data - exercise

• Take 3 minutes on your own, reflect on your

travel to here this morning

• Write down 3 of those questions about the

world around you that can be answered using numbers – be creative!

• Ex. how many cars in the lot? How long

would it take the mow the lawn in the field behind us? How many school buses did you pass today? How many people in the room?

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Pair up, share your questions, and about your partner’s questions ask:

• Why do you want to know this?
• Is it possible to answer?
• Can we answer it exactly (or close enough?)
• Do we know what each part of it means?
• Ask ‘does that depend on’ . .

Switch with your partner, 3-5 minutes each

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Why do this?

• We are surrounded by numbers, whether we are

aware of it or not

• Asking questions improves your understanding

and awareness of the world around you

• Increase your curiosity & ‘number sense’
• It’s a good habit to always ask questions about

the world around you (think like a kid!)

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Data for Decision Making/Accountability

• Data is a tool that drives change by highlighting the gap between where

we are and where we need be (and therefore what we hold ourselves accountable for achieving and what we need to do)

• Data is the means by which we share and exchange information so we can

take action

• Data, over time, allows you to track progress, measure performance, plan

small wins and celebrate success

• Data can help communicate results and impact with stakeholders and non-

stakeholders

• Data is the grist for the governance mill – informs where you spend your

time, what you discuss, who you include, and what you decide (all key processes for effective governance)

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Data for Decision Making/Accountability - Questions for Consideration

• What data might we use to seed conversations with the

community that highlights progress?

• What data might we use to promote community involvement

and investment?

• What population level outcomes will your data roll up into?
• To what extent does the data you choose to collect offer

insight into the impact of the actions you have taken and the decisions you will make as a result?

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Other critical questions -

• For our strategies, what does success look like?
• How will we know if we are successful?
• In terms of equity and inclusion, what are we

learning about disparities and those affected by them?

• What are the sign posts we should be monitoring in

year 1 to answer -

 Are we on the right track?  What is working and what is not working?  What should we be doing more of/less of to achieve our desired result for year 1?

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Launch Event

May 3, 2013

www.BostonFed.org/WorkingCities Design session 4, Middletown, CT Thursday, October 12, 2017

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100 Million Healthier Lives Measurement Overview

Brita Roy, MD, MPH, MHS 100MLives Measurement Consultant Assistant Professor Director, Population Health Yale School of Medicine

October 12, 2017

Working Cities Challenge

• IHI Summit
• April 21, 2017

#

Objectives for today

• 1. Share an overview of the 100 Million Healthier Lives

movement

• 2. Describe the 100MLives measurement strategy
• 3. Introduce the Measure What Matters Platform
• 4. Invite you to join us!

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Identity: An unprecedented collaboration of change agents pursuing an unprecedented result: 100 million people living healthier lives by 2020 Vision: to fundamentally transform the way we think and act to improve health, wellbeing, and equity. Equity is the “price of admission.”

Convened by the Institute for Healthcare Improvement as a partnership

100 Million Healthier Lives www.100mlives.org #100mlives

Theory of change

Unprecedented collaboration Innovative improvement System transformation 100 Million People Living Healthier Lives by 2020

Questions to consider

• Unprecedented collaboration

– How can we achieve abundance through unity in diversity? – How can we partner with each other and with people with lived experience in a way that creates real change?

• Innovative improvement

– Whose life will get better because we were here? – Who isn’t thriving in terms of their health and well-being? What would it take for that to change?

• System transformation

– What would it take to change the system?

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Unprecedented collaboration Innovative improvement System transformation 100 Million People Living Healthier Lives by 2020

Health, wellbeing and equity People Systems (society) Places

Core Strategies 1.Create healthy, equitable communities 2.Build bridges across sectors 3.Create a health care system that is good at health AND good at care 4.Promote peer-to-peer learning approaches 5.Create enabling conditions 6.Develop new mindsets

Shared priorities “The What’s”

http://www.100mlives.org/approach-priorities/#hows

• 1. Close equity gaps (price of admission)

– Address and improve social determinants across the continuum – Help veterans to thrive – Improve wellbeing of indigenous communities – Make mental health everybody’s job and take a prevention approach to violence, trauma and addiction – Address structural racism for people and places of concentrated hardship in a way that creates people and communities of solution

• 2. Help all kids have a great start to life, using a 2 generation approach that

supports children and their families from cradle to career

• 3. Engage people in their own health and well-being (nutrition, exercise, sleep,

stress, food security)

• 4. Improve employee health and well-being
• 5. Create wellbeing in the elder years and end of life

Six Word Stories

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Measurement Overview

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Measurement

Whose Lives Are Getting Better Because We Are Here?

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• 1. Overall conceptual framework
• 2. Common measures, instruments,

and scoring guidance proposed for use by all 100MLives communities

• 3. Menu of measures to support

communities to evaluate local initiatives

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Measurement Resources www.100mlives.org/meas ure

Well-being x Life Expectancy = Well-being Adjusted Life Years (WALYs)

Health & Well-being

Overall well-being Social well-being Social well-being Spiritual well-being Mental health Physical health

Creating Healthier Lives in Each Community

PHYSICAL HEALTH MENTAL HEALTH Leading Indicators from Community- Specific Initiatives ROOT CAUSE 1 ROOT CAUSE 2 ROOT CAUSE 3 SOCIAL WELL-BEING SPIRITUAL WELL-BEING HEALTH RISKS

Creating 100MLives Together

COMMON MEASURES

Community A Access to Healthcare for Medicaid Patients Increasing number of providers accepting Medicaid patients Improving access to efficient transportation to appointments Community B High School Graduation Rates Increasing daily attendance rates Increasing resources for

• utreach to high-risk students

Menu of Measures at All Levels

People (examples) Places (examples) Systems (examples) Length of life Physical health: Access to healthy foods, walkability Federal funding for pedestrian and bike programs Well-being Mental health: Perceived safety Inequality in educational attainment Rates of regular physical activity Social well-being: High school graduation rate, unemployment rate Percent growth in healthcare spending Number of fruits and vegetables purchased Social well-being: social connectedness Corporate contributions to education and community development Rates of diabetes Spiritual well-being: civic pride, hope, resilience Political rights

Health, wellbeing and equity

People

Systems

Places

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Example of CT Measures & Disparities

Overall, how satisfied are you with life nowadays? How well would you say you are managing financially these days?

33 CT Wealthy Urban ”Only a little”

• r “not at all”

8% 4% 32% CT Wealthy Urban “Just getting by” or “Finding it difficult” 32% 17% 49%

Process & Outcome Measures

Process Measures: planning and implementation

• Participation rates
• Number of programs
• Levels of satisfaction

Outcome Measures: short-, medium, and long-term

• Short: Perceived access to

resources for students

• Medium: Number of days of

school missed

• Long: High school graduation

rate

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Existing Data

• Publicly available data

– Community Commons – DataHaven

• Local data

– Partnerships: Who else cares about this issue? Who may already be collecting data you need?

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Data Collection: Sampling

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• Representative sample

– Makeup of sample is similar to larger population

Data Collection: Follow-up

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• Follow-up

– Cohort

• Single representative group followed over time

– Repeated sampling

• Different representative group sampled each time

Becoming a Learning Community

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Measuring Equity

Differences in well-being and years of life gained Age Sex Race/Ethnicity Education Zip code Service history

Measuring Sustainability

Financial Programmatic Environmental Political Resource Leadership

100MLives Metrics Team

Rohit Ramaswamy, PhD, MPH Director, Center for Global Learning, University of North Carolina at Chapel Hill Carley Riley, MD, MPP, MHS, FAAP Assistant Professor, Pediatric Critical Care, Cincinnati Children’s Hospital Medical Center Brita Roy, MD, MPH, MHS Assistant Professor, General Internal Medicine, Yale University; Director of Population Health, Yale Medicine Matthew Stiefel, MPA, MS Senior Director, Center for Population Health, Kaiser Permanente Soma Stout, MD, MS Executive External Lead, 100 Million Healthier Lives

Platform Overview

Data Collection: Measuring What Matters

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Measuring What Matters to Communities

www.100mlives.org/measure-what-matters

Examples from SCALE Communities www.100mlives.org/SCALE

1000+ members, 25+ countries www.100mlives.org/map

SCALE Community: Women of Skid Row (Los Angeles)

Algoma, WI

Chicago, IL

• 1. Sign up or sign in
• Go to www.100mlives.org/measure-what-

matters to log in or set up your profile

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• 2. Create an action plan
• Interests & priorities
• Strategies you employ
• Reach and commitment to lives improved

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• 3. Create an initiative

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Create an initiative, cont’d.

• 1. WHAT initiative will do
• 2. WHO it will impact
• 3. WHERE: describe the community
• 4. HOW you will create change

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Start Measuring

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We invite you to join us! www.100mlives.org/join

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Lessons Learned

• Multi-sector collaboration is key – think ”outside the

box” as to who else cares about your issue

• Include those with lived experience
• Measuring the change you wish to see is critical to

know if you’re going the right direction

• Change is hard. Stick with it!

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Questions? Thank you!

brita.roy@yale.edu #100mlives, 100mlives@ihi.org

Data for Learning Discussion

Individual and paired reflection

Do:

Team members pair up Share and discuss questions, ideas, and insights following this morning’s discussion so far:

• What learned?
• From your perspective, what is the most valuable

takeaway for your team? (5min)

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Goals for AM exercises

1.Review current conditions and baseline measures for each of your strategies

• 2. Develop short-term outcome measures for

each strategy, including shared understanding

• f indicator, how indicator should change,

source of data, how often to measure, and the process to gather & analyze the data

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Results framework

You already have good sense of challenge, shared result, root causes, condition, strategy This morning, focus

• n outcome &

indicators This afternoon, consider learning questions 55

AM Exercise: INSTRUCTIONS

1. Start by reviewing your pre-work (AM Exercise Pre-Work). Is everyone in agreement about the condition each strategy is designed to change? Do you have or need baseline measures? 2. Also for each strategy, how will the population-level condition be different if you are successful? This desired change becomes the short- term outcome you can expect to measure progress against during your initiative (within 1-3 years), and it should be directly linked to your 10- year shared result. Complete AM Exercise Part 2 for each strategy to establish your outcome measure.

• 3. Now connect your outcome measures with your pre-work and your work

this morning on outcomes (this morning focus on highlighted columsn; we’ll get to learning questions this afternoon) to put it all together (AM Exercise: Putting it All Together)

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AM Exercise Part 1 – Pre-design session work 57

AM Exercise Part 2: Data for Outcomes, Decision-making

For each strategy from Exercise 1, identify what outcome measure you’ll use to determine if the condition is changing during the implementation phase. Strategy: Condition this strategy addresses: What needs to change in order to fix your problem and achieve your shared result? Baseline level of condition: What does that condition look like now? Outcome measure:

• Indicator:
• How should this indicator

change:

• Source:
• How often
• Who will collect/share

Strategy: Improve early literacy in Whoville Condition this strategy addresses: Low third grade reading scores Baseline level of condition: Only 20% of third graders are reading at grade level Outcome measure:

• Indicator: Percent of 3rd grade students scoring

advanced or proficient on English portion of MA assessment test

• How should this indicator change: increase
• Source: MA Dept. of Elementary and Secondary

Education

• How often: Annual (September)
• Process: school district to provide to team upon

release, including scores by school and subgroup

This slide is in your packet.

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RECAP - AM Exercise: INSTRUCTIONS

1. Start by reviewing your pre-work (AM Exercise Pre-Work). Is everyone in agreement about the condition each strategy is designed to change? Do you have or need baseline measures? 2. Also for each strategy, how will the population-level condition be different if you are successful? This desired change becomes the short- term outcome you can expect to measure progress against during your initiative (within 1-3 years), and it should be directly linked to your 10- year shared result. Complete AM Exercise Part 2 for each strategy to establish your outcome measure.

• 3. Now connect your outcome measures with your pre-work and your work

this morning on outcomes (this morning focus on highlighted columsn; we’ll get to learning questions this afternoon) to put it all together (AM Exercise: Putting it All Together)

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12:25 to 1:25 LUNCH

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We’re in the data!

Michelle Riordan-Nord, CT Data Collaborative Scott Gaul, Hartford Foundation

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Digital Resources in Connecticut

• Go-to resources for data on Connecticut:
• CT Open Data Portal data.ct.gov/
• CT State Data Center ctsdc.uconn.edu/
• CT Data Collaborative ctdata.org/
• DataHaven ctdatahaven.org/
• Tutorials on analyzing and visualizing data:

– Trend CT: trendct.org/ (incl. web scraping) – Trinity College: commons.trincoll.edu/dataviz/ – Capacity-building resources for nonprofits: Nonprofit Support Program and Building Evaluation Capacity trainings (Hartford region); Center for Nonprofit Excellence (Fairfield County) – New England Nonprofit Consultant Directory: neconsultant.org/

• Plus

– Municipal open data portals (Hartford, New Haven, Milford)

Implementation Application Interview & FAQs

Imp application

• 6 weeks until submission: time to revisit, step-back, be loose
• Not just about how awesome you are, but where you’ve struggled
• Reflect on what you’ve learned these past 6 months

Notes about January 17 & 18 selection jury interviews

• 6-8 people who can best represent your town, team and work
• We don’t know what the jury will ask
• Application FAQs

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PM SESSION

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Data for compliance Data for learning

• How many people were served?
• What percentage completed the

intervention?

• You said x% would be better off as a
• result. Was that achieved?
• What does the population we are

serving actually need?

• Is our assumption about this

intervention correct?

• Who from our community is accessing

existing resources and who is not? Why? When data is used as a learning tool, it helps teams:

• Build understanding about the problem, conditions, and community

being affected

• Test assumptions about strategies and actions
• Respond more readily to needs and opportunities
• Make their work more relevant and accessible to partners and the

community

• Assess the performance of actions and strategies

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Data for Learning

What do we want to learn and why? What have we learned and what does it tell us about where we want to go? What will it take to make it bigger? Who and what is needed to bring it to next level and expand impact?

Data for Learning

Test Pilot Scale

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Lessons from the field: Using Data to Learn

Jenna Wills

Initiative Director, Working Cities, Worcester, MA

jwills@wcac.net

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Working Cities Challenge-Worcester Overview

Working Cities Worcester (WCW) will convene and inspire workers, employers, government, universities, nonprofits, and communities to create equitable short and long term employment opportunities in the local food service economy in order to uplift individuals and communities from poverty through living wages and other supports. The initiative will also: (1) Provide workforce training and career paths for disadvantaged workers in cooperation with local employers; (2) Increase career opportunities and operational support for ethnic food vendors and retailers in disadvantaged neighborhoods; (3) Create a learning community to ensure workforce development is a strategic priority in the local food service economy as well as a key item on the economic policy agenda for the City of Worcester.

Why the Food Economy?

• Colleges, Schools, Universities, Hospitals, Long-

term care

• About 3k jobs connected to food
• Improve matching, create entry points and career

ladders

• Connect Employers, Labor Market

Intermediaries, Workers

• New WD programming: Dual stakeholder

approach

• What can we learn through evaluation

Human Capital Development and Job Opportunities for Disadvantaged Workers

Institutionalize Dual Stakeholder Approach to Workforce Development Enduring System

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Communication and Policy that Brings Closer City and Ethnic Vendors

Create Inclusion for Disadvantaged Ethnic/Racial Communities into Policy-Making of Food Economy

Create Career- Ladder Workforce Development Scaffolding

Worcester Working Cities Challenge: Areas of System Change

Examples of Systems Change

• WD at Sodexo, Chartwells, WPS
• Inspectional Services-City
• Support of Small Ethnic Rest
• New programming QCC-CoW

Questions?

Jenna Wills

Initiative Director, Working Cities, Worcester, MA

jwills@wcac.net

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Data for Learning Discussion

Individual and paired reflection

Do:

Team members pair up Share and discuss questions, ideas, and insights following the discussion on data for learning.

• What learned?
• From your perspective, what is the most valuable

takeaway for your team? (5min)

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Team time

Goals -

• 1. For each strategy, identify assumptions,

key learning questions, and how you will uncover the answers

• 2. Understand your current governance

structure & changes you want to make during implementation (start this today & take home)

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PM Exercises: Overview & Instructions

• 1. For each of your strategies, ask: What are the

assumptions you have about this strategy? What do you need to learn about it? And how will you learn it?

These learning questions will show up on your results framework (‘Putting It Together’ from this morning) and in some of the implementation application questions!

• 2. Review your team’s current governance structure,

consider what’s working – and not – and identify any changes you want to make for implementation (take home)

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Governance Definition

• Relates to "the processes of interaction and

decision-making among the actors involved in a collective problem…” - Wikipedia

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Common Governance Challenges

• Distributing leadership across the collaborative,

and avoiding the tendency for partners to become advisors to the backbone

• Lack of clarity about specific roles and

responsibilities among individuals and partners

• Creating opportunities for community members

to engage and take leadership roles

• On-boarding new partners who have not been

part of design phase

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Common Governance Challenges, con’t

• Maintaining engagement of peripheral

partners, and particularly the private sector

• Finding the right balance of involvement from

senior executives, program and project staff

• Confusion over who makes decisions and how

they are made

• Establishing effective processes for

communication

• Selecting a capable backbone organization for

implementation

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Team Huddle Data-Structure-Governance, Part 1

• 1. Review examples of governance structures

– Select the one that best describes your collaborative today – If none fit, draw an image of the model that best reflects your current structure – Differences between design and implementation

• 2. Looking at your image, consider:

– what is working as it relates to decision making, communication, and performance. – What is not working in each of these areas?

• 3. What is one thing you want to do better?

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Team Huddle Data  Structure  Governance

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Team Huddle – Governance, Part 2

Directions: Given conversations we have had about data and looking at your governance structure, discuss and answer the questions below:

 How has your current governance structure facilitated collecting, sharing, and responding to data? What would you change moving forward?  What has been your process for making decisions? What would you change moving forward  What has been your process for communication within and outside of the team? What would you change moving forward?

Deliverable: What might need to change in how you are structured for governance as a result of your discussions?

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RECAP: Exercises on learning questions and governance

• 1. For each of your strategies, ask: What are the

assumptions you have about this strategy? What do you need to learn about it? And how will you learn it? These learning questions will show up on your

results framework (‘Putting It Together’ from this morning) and in some of the implementation application questions!

• 2. Review your team’s current governance structure,

consider what’s working – and not – and identify any changes you want to make for implementation (take home)

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Team Report Out

• 1. Biggest take home from today
• 2. A next step that your team will take
• 3. Your biggest worry/concern over the next 6

weeks

• 4. What you’re most proud of or excited about

from these past 6 months

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Next Steps –

• Send additional questions about the implementation

application by Friday, October 27 to David to help us update the FAQs. The final FAQ will be posted by Friday November 3

• Application Deadline is 5:00 p.m. Thursday, November 30,

2017

• Keep your schedules flexible for an interview with the jury

during Wed January 17 or Thurs January 18 – will set these in October

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Homework:

Send your updated results framework with outcome measures, indicators and learning questions to David no later than Friday, Oct 27.

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Hartford Bridgeport Torrington Waterbury East Hartford Danbury New Haven Middletown New Britain Norwich

Thank you!

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