A NEW CONTINUUM CONVERSATION

PARTNER ORGANIZATIONS

Mental Models for Collaborative Work

3

WeI

You Us

If this… …then how

CollaborativeOrganization

• Complex Issue• Urgency/Need for Change• Influential Champion(s)• Adequate Financial Resources

Channeling Change: Making Collective Impact Work: SSIR, 1/26/2012, John Kania and Mark Kramer

Precursors for Collective Action

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5

SILOS TO CIRCLES CORE GROUP ROSTER

NAME ORGANIZATION

Siyad Abdullahi The Language BancCathy Barr Health EastJoan Cleary MCHWAValerie Defor HealthForce MNFrank Fernandez Blue Cross/Blue Shield MNRenee Frauendienst Stearns County Public Health

Kerri Gordon Allina HealthSteve Gottwalt MRHASean Kershaw Citizens LeagueGeorge Klauser Lutheran Social ServicesSuzanne Koepplinger George Family Foundation

Jennifer Lundblad Stratis HealthSanne Magnan ICSI

Jan Malcolm Allina HealthJoan McCusker Wilder FoundationRebecca Melang CSHAlyssa Meller MRHAKami Norland MRHAJoan Pennington Health EastJosephine Pufpaff CSHSheila Riggs University of MinnesotaSue Severson Stratis HealthDawn Simonson Metro Area Agency on AgingDiana Vance-Bryan Catholic Charities Twin CitiesAmy Ward Wilder FoundationDonna Zimmerman HealthPartners

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Mission and Vision

Promote health at all life stages with services that are integrated, culturally

appropriate, equitable, sustainable and that honor our shared humanity.

We will work collaboratively on shared priorities that will foster wholeness for our

currently fragmented continuum, so that we can collectively:

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Cause And Effect: Where to Channel Our Efforts to Realize Our Vision

Promote health at all life stages with services that are

integrated, culturally appropriate, equitable,

sustainable and that honor our shared humanity.

Value: Quality/Cost

Transparency/Info/ Data/Technology/

Interoperability

Shared Language / Culture / Fear

Navigation/ Coordination/

Trusted Advisor

SharedPriorities

RegulationsReimbursement /

Funding

Communication Across

Trust / Control / Choice

We will work collaboratively on shared priorities that will foster

wholeness for our currently fragmented continuum, so that

we can collectively:

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Community Health Data

MDH CHNAs1

MHACHNAs2

HealthEast Community

Conversations3

Mental Healt

h

Obesity

Alcohol/S

ub

Abuse Patient E

du /

Wellness

/ Nutri

tion

Tobacco

Use

Chronic Dise

ase

Prevention

Access

to

Healthy F

oods

Domestic V

iolence

Transp

ortation

Financia

l

Vulnerabilit

y

✔✔ ✔✔✔

✔ ✔ ✔✔

✔✔ ✔ ✔ ✔

Access

to Care &

Resource

s

✔

1 MDH data includes 25 CHBs (8 Metro, 7 SE, 2 SC, 3 Central, 2 NE, 3 NW.2 MHA data includes CHNAs from 84 hospitals spanning the state3 HealthEast data includes a synthesis from East Metro Health and Well-being Community Conversations

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Overarching Approach To Initiative

We will test our collaborative capacity and identify potential breakthrough opportunities in two principal focus areas

Design Team Focus Areas

Chronic Disease:

Prevention & Management

Behavioral Health

Charge for Design Teams

1. Analyze the current landscape in the focus area

2. Identify shared goals that could foster the vision

3. Propose specific initiatives in which we might pilot breakthroughs in collaboration that would improve our work across the continuum and the resulting outcomes

CoreGrou

p

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What’s in Scope

What We Are DoingSetting parameters

within which we will test and discover breakthrough

approaches to integration

What We Are Not Doing

Solving all challenges linked to behavioral

health or chronic disease

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Design Team Guidance and Charges

  Design Team Role, Process and Timeline

April-May 2015

Establish the charge and key questions that the design teams will answer Articulate terms and realities of work (e.g. answer key questions, suggest

breakthroughs, share with core team, work may or may not go forward) Core team members invite design team participants (using template language) Lab support finalizes team list and coordinates development of issues paper

  Setting System Context Setting Person-Centered Context

June-September

2015 

White Paper/Issues Briefing Synthesis of Critical Data Sets

Dialogue sessions

Design Team Output: o Fill in gaps, develop and learn from storieso Identify and answer the big questions, including the following:

What are the greatest needs in navigating the system? What gets in the way of achieving right levels and use of care? How do life stages impact the discussion?

Propose potential breakthroughs* that could be achieved in this area to foster the vision and outline how the breakthrough could be modeled or tested in a pilot, demonstration or initiative

Include in the proposal how any successful pilot could be scaled and spread *Breakthrough could include:- Scrapping and redesigning all or part of the system- Putting existing components of system together differently to create new whole and

achieve desired results*Breakthrough is NOT tinkering with broken parts of system or adding new broken parts

Inputs

-Landscape briefs in Behavioral Health and Chronic Disease-User/Provider dialogues-Economic analysis relating to costs of fragmentation-Scan of success factors, barriers and applicability of other complex integration efforts

Outputs

-Design teams recommend one or more breakthrough integration opportunities -New design simulation, implementation, study and adaptations-Design teams identify policy enablers and barriers to change-Innovations impact environment to make healthy choices easier and recognize that people live in families and are not just individuals-Learnings report (using stories)

Impact

-Increased collaborative capacity and effectiveness-Paths to scalable, spreadable system reforms-Measureable change for people living in community

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What We Are Aiming For

Mutually Reinforcing Activities

Refine Initiatives

Recommend/ Simulate One

or More Initiatives that Would

Foster Vision

Design

Teams

Core Group

Set Vision + Mission +

Design Team Scope + Charge

Jan-May 2015 June-Aug 2015

Implement or Not

Create Shared Goals

& Explore Possible

Approaches

Assess Current

Landscape

Sept-Dec 2015

SystemUser/

Provider

Issu

es

Bri

efs

Shared Learning

Scanning

Economic Analysis

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Questions

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The Complex Collaboration Experience

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The Complex Collaboration Experience

1. Everyone must touch the objects once

2. They must be touched in the same (human) order

There Are Only Two Rules

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Where Do You Fit In The System?

WHOLE PERSON

FamilyEquity/Acc

ess

Community

Hom

e ca

re

Engagement programs

Hou

sing

Community

supports/faith

Congregate care

settingsAc

ute

Care

Cultu

re

Neighbor

Mind

Culture

Spirit

Body

Biology

Biograp

hyBelie

fs

Equity/Access

Hab

its/

B

ehav

iors

Connectedness/Effectiveness

Education

Environment

Economics

Emplo

yment

WHOLE HEALTH CONTRIBUTORS

WHOLE HEALTH RESOURCES

Preventio

n/

self

care

Pri

mar

y Ca

re

Transitions

care

Integrative

holistic

health

Energy

Hou

sin

g

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Briefing Paper Review

What are two high priority themes that emerged in the background briefs that

will be critical as you meet your charge?

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Design Team Guidance and Charges

  Design Team Role, Process and Timeline

April-May 2015

Establish the charge and key questions that the design teams will answer Articulate terms and realities of work (e.g. answer key questions, suggest

breakthroughs, share with core team, work may or may not go forward) Core team members invite design team participants (using template language) Lab support finalizes team list and coordinates development of issues paper

  Setting System Context Setting Person-Centered Context

June-September

2015 

White Paper/Issues Briefing Synthesis of Critical Data Sets

Dialogue sessions

Design Team Output: o Fill in gaps, develop and learn from storieso Identify and answer the big questions, including the following:

What are the greatest needs in navigating the system What gets in the way of achieving right levels and use of care How do life stages impact the discussion

Propose potential breakthroughs* that could be achieved in this area to foster the vision and outline how the breakthrough could be modeled or tested in a pilot, demonstration or initiative

Include in the proposal how any successful pilot could be scaled and spread *Breakthrough could include:- Scrapping and redesigning all or part of the system- Putting existing components of system together differently to create new whole and

achieve desired results*Breakthrough is NOT tinkering with broken parts of system or adding new broken parts

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Comparing Notes Across Design Teams

Given the high priority themes, what questions do you have that must be answered before moving forward?

What additional background information or support will help you in

meeting your charge?

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Questions for Those Who Use or Deliver System Services

ExamplesWhat are your sources of health and well-being?

What/who do you trust in fulfilling your health needs, and what/who do you not trust?

What is the first thing you do if/when you get sick? What helps you not get sick?

Has your belief system ever collided with a need for health care?

Appendix