The Collective Impact on Health Leadership Forum Series concluded March 19 with Forum members committing to guiding principles for a culture of health in Greater Cincinnati, and supporting the need for four action areas to realize the collective vision of the Forum.
Forum members reviewed an analysis of the results from the November 3, 2014 design session where they created scenarios for improvement using the ReThink Health Dynamics Model. The scenarios most favored by the Forum members had a number of initiatives in common. The analysis of the results found that in order to achieve our collective vision to improve on the triple aim, we would have to address four areas:
- Support improvement in education and income: The model showed these two pathways issues were intrinsically linked to healthy populations.
- Healthy behaviors, including self-care: The ability to avoid poor health or manage a chronic condition between medical visits were essential to any improvements in overall cost to the community of poor health.
- Care delivery bundle: Patient Centered Medical Homes (PCMH), primary care efficiency – the model predicted meaningful outcomes and significant savings by continuing the community’s efforts to emphasize patient-centered care and care coordination across the medical neighborhood.
- Payment and Financing: A shift to increased bundled payment created important results related to lowering cost.
The recommendations of the Steering Committee were: a) to work with existing Collective Impacts centered on education and income to support the first action area; and b) to create action teams for the other three action areas, where detailed action plans would be developed. Action plans are to include unique strategies for vulnerable populations, and recognize that mental health is integrated with physical health.
The Leadership Forum adopted a charter for action teams which included expectations, deliverables, and a timeline. Forum members were asked to consider committing their future involvement in Collective Impact on Health as an action team member, and submit that information via a commitment card that was distributed at the meeting.
A governance structure for continued work was also put forward by the Steering Committee; it involves adding to the existing Steering Committee the co-chairs of the action teams, and giving the steering committee responsibility for assuring that action plans from the three action teams are aligned and doable.
Further, the Leadership Forum addressed the issue of guiding principles and the need to commit to creating a culture of health in Greater Cincinnati. Using a dart, Forum members tacked a statement describing their own first impact to a dart board, as a sign of taking the first step toward a goal that we are committed to completing.
In the next two weeks, co-chairs and members of action teams will be identified, as will staff, and the first meetings will be held soon after. In the meantime, the Steering Committee has the important task of determining what overarching community health issues the work should galvanize around in order to receive the full benefit of collective impact around a focused target. While data showing prevalence and impact of change will be important, so will the ability to engage a large segment of the community around a simple and easy-to-communicate goal.