What We Have Learned So Far and Why the 2010 Survey Matters! May - - PDF document

KIQNIC

(Knowledge Integration in Quitlines: Networks that Improve Cessation)

What We Have Learned So Far and Why the 2010 Survey Matters!

May 19 and 21, 2010

Contents

• Overview
• Year 1 results

– Social Network Analysis – Implementation of Quitline Practices – Decision-Making – Organizational Learning

• Year 2 Survey Instructions

Goal of the Study

To assess the North American quitline network in order to improve dissemination, adoption and implementation of best practices. The study will be conducted over five years (3 waves of data collection), with opportunities for NAQC members to become involved throughout the research process.

NAQC KIQNIC Workgroup Members

• Katy Wynne
• Connie Revell
• Paula Celestino
• Patricia MacNevin
• Gail Luciano
• John Bry
• Stephen Michael
• Adam Jones
• Ken Wassum
• Jen Cash

How the Quitline Community Benefits from KIQNIC

• Provide the quitline community with a better

and more formal understanding of how information is exchanged across the quitline network

• Understand how NAQC can work more

effectively to disseminate, adopt, and implement best and promising practices

KIQNIC Conceptual Framework

Who Participated?

• Quitline service providers
• Quitline funders/administrators
• Quitline coordinators
• NAQC staff

Who Participated?

• 186 of 277 possible individual

respondents (67.1% response rate)

• 86 of 95 organizations (90.5% response

rate)

– 74 funders, 20 service providers, plus the NAQC office (N=94)

• At least partial data from 62 of the 63

quitlines (at least one of the funder or provider organizations from each quitline)

SOCIAL NETWORK ANALYSIS

KIQNIC Social Network Analysis

• Examines connections among quitline
• rganizations and among quitlines
• Data collected on information received re:

financial, general mgt., service delivery, and

• utreach/promotion
• Reciprocated Ties – Respondents in both
• rganizations in a pair must report receiving

information from each other.

• Ties reported in graphs are “any links,” or any of

the four types of links, and must be reciprocated Reciprocated Ties Among 86 Participating Organizations (incl.

NAQC)

Reciprocated Ties Among 62 Participating Quitlines

IMPLEMENTATION OF QUITLINE PRACTICES

Implementation - Background

• Each individual surveyed was asked about the

status of 23 different practices for their quitline

• Responses ranged from “not aware” to “fully

implemented”

• Variation in number of respondents per
• rganization, and types of organizations

responding for each quitline

Implementation - results

Implementation - results DECISION MAKING Role of Decision-Making

• Decision-making is the process by which

information affects or influences decisions to adopt practices

• Assumes that subsets of persons within
• rganizations are empowered to make decisions

regarding adoption

• Decisions are based, in part, on the quality,

quantity, and source of information that reaches the organization via the quitline network

Example of Individual-level Variation: “The opinion of my funder/vendor partner matters when making decisions about implementing new practices.”

Not important Percent Moderately important Extremely important 2 4 25 20 15 10 5 30 35

Example of Organization-level Variation: The opinion of my funder/vendor partner matters when making decisions about implementing new practices

Percent 10 50 40 30 20 Not important Moderately important 2 4 Extremely important

Analysis of All Decision-Making Questions by Organizational Type (Funder/Provider)

• Funder means were lower than those for

providers on 4 of the questions

– Funders were less concerned about Bureaucratic procedures than service providers – Funders indicated they were more responsible for decision- making, whereas providers thought it was more collaborative – Funders were less convinced that their provider partners make all decisions regarding adoption of new quitline practices – Funders, as a group, think that the opinion of their vendor partners are less important than vendors think about the

• pinions of their funder partners

Going Forward

• Responses to Decision-making questions might predict
• ther behaviors, including implementation

– Types of influence processes may be associated with efficiency and speed of implementation

• Examine the relationship between network

characteristics and quality of decision-making

– Quality (including source) and quantity of information influences decision-making processes – Information generated by decision-making processes in one quitline may influence decision-making in others

• Decision-making interactions may reveal or reflect

underlying factors related to process

ORGANIZATIONAL LEARNING Organizational Learning Capability

Definition: The organizational and managerial characteristics that facilitate the organizational learning process, or allow an

• rganization to learn.

Org Learning: Gives an organization a competitive advantage because it can adapt quickly to a changing environment (i.e. adopt and implement new practices) Measurement tool: 14 item scale (1 min - 7 max)

• 1. Experimentation
• 2. Risk taking
• 3. Interaction with the external environment
• 4. Dialogue, participative decision-making

OL Mean Scores

Organization Learning Scale OL mean score indicates an

• rganizations ability to

learn and adapt to new information Min score = 1 (Low ability) Max score = 7 (High ability) N= 87 Range = 3.57 - 7.0 Mean = 5.27 Lowest score (3.57)= state health dept. Highest score (6.46) = research & training institute

Summary of Preliminary Findings

• NAQC is a dynamic network with much transfer of

key information

• Information ties are not spread evenly throughout

the network, with some orgs much more heavily involved than others

• Two main network clusters: US and Canada
• NAQC staff play a key role re: network integration
• Respondents have different perspectives on

implementation of practices and connections between their organizations and others.

YEAR 2 SURVEY

Timeline

• Training webinars May 19 and 21
• Survey launch May 24
• Survey closes June 20
• Follow-up and data cleaning

June 21 – August 31

• Presentation of results in early 2011

Changes to the survey

• Clarification of who should participate
• Only one participant per organization will

complete the Implementation section

• Slight changes to Decision-making questions

based on member feedback

• Addition of several new practices to the

Implementation section based on member feedback

TAKING THE SURVEY

Logging on

• Each participant will receive an email with a

subject line “Your KIQNIC Survey Link and Info”

• Your username and password for the survey

will be contained in this email

• Go to https://kiqnic.fcm.arizona.edu/ and log
• n

Login Page Survey Status

Multiple-quitline organizations Organizational-level sections

• Background
• Organizational Learning
• Information sharing

Background

Organizational Learning

Questions assess the culture of the organization. For example:

• People in my organization are encouraged to

take risks

• It is part of the work of all staff to collect,

bring back, and report information about what is going on outside my organization

• Employees are encouraged to communicate

with each other about new ideas.

Information Sharing – Types of information

Information Sharing - Intensity

Information Sharing – type of

• rganizations

Quitline-level questions

• Attitudes
• Implementation
• Decision making

Attitudes

Implementation Implementation Implementation

Decision-Making

When thinking about the last 2 or 3 practices your quitline considered implementing…

Completing a section

• At the end of every section, click on “Validate

and Return to Status Page”

Checking for errors

Completing the survey

• Regardless of the order in which the sections are

taken, when the last uncompleted section becomes marked as completed, there will be a new message

• n the status page saying that the survey is

complete.

• You will also receive an email message thanking you

for completing the survey.

• If you do not receive the email message, or have

questions about completing the survey, contact Gregg Moor at gregg.moor@in-source.ca

Getting Help

• Survey instructions available by clicking “help”

at top left of each page

• Contact Gregg Moor for questions at

gregg.moor@in-source.ca

Questions?

Gregg Moor Gregg.moor@in-source.ca Jessie Saul jsaul@naquitline.org Tamatha Thomas-Haase Tthomas-haase@naquitline.org Scott Leischow sleischow@azcc.arizona.edu