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2016 ROTARY INTERNATIONAL CONVENTION
Moving from Community Assessment to Sustainable Strategic Plan and ImplementationMay 31, 2016
Key to Success is Simply -
Trusting Engagement and Empowerment
of Community Leaders and Members
Building a Successful Community Assessment Leading to Sustainable Strategic Plan and Implementation
Community assessment evolving into sustainable strategic plan
Steps and resources involved in prioritizing developments
Learn about entire process – Selecting participants, training
facilitators, engaging participants, final report tips, and plan adoption, updating plan process
OBJECTIVES
• Trust is key to any new or ongoing relationship
• Need to establish trust and continue to support a trusting relationship
• Trust with in-country Rotary Club and the community where a project or program is being launched
What Does Trusting Engagement Mean?
• Geographically defined
• Social unit of any size that shares common values
Community
North of Capital of Enugu in Enugu State Cultural Zone of nearly 1.4 million people; about
400,000 in city Estimated 70%-78% live in extreme poverty Site of first Nigeria University – University of Nigeria at
Nsukka (UNN) Recent attack of Fulani Herdsmen Site of one of the first battles in Nigeria- Biafran civil
war in late 1960’s– UNN destroyed; since re-built– Bishop Shanahan Hospital equipment destroyed and staffing
shattered; still recovering with additional smaller system hospitals built in Adani and Enugu-Ezike
Nsukka
NSUKKA
NSUKKA
Enugu Ezike
Nsukka
Adani
• Listening• Working with in-country Rotary Club• Identifying leaders in community• Identify leaders involved in project• Facilitating discussions; not leading• Set aside preconceived ideas and
beliefs• Help balance fact with perception in
Understanding the Community
• Local Rotary Club• Community• Example: Nsukka Healthcare Development– Nsukka Rotary Club– Local community leaders, including education and
business– Bishop Shanahan 3 Hospitals, UNN Hospital
• Administrators;Physicians; Nurses; Clinical educators; Administrative and Clinical directors and managers; Student nurses, midwifes, and med LAB
• Bishop Shanahan 3 hospitals – each of the independent boards of each hospital
LISTENING – Key to understanding
• Work with administrator to explain process• Overcoming fears of open dialogue and discussion• Rules for discussion – no right or wrong; consensus building• Leaving facilitator opinions out of
discussion; bringing in well-established facts to discussion – fine art of balance
FACILITATION
Use findings to help frame and understand the issues; but don’t let it drive the discussions
• Zero in on your community and include the surrounding community
• Conduct second hand research over internet– News and other media, Wiki, organizational information
• Publications– Research, journals
• Public Resources– WHO, Country Facts and Figures, Local information and
data, historical accounts
Understand Community – Second Hand Info
• Strategic advantage of establishing relationship with local Rotary Club – with or without a grant involved
• Visit with the Rotary Club leaders and members• Participate in their meetings and join for
fellowship• Keep them engaged and updated; ask their leader to be part of the assessment and planning process
Establish Meeting and Relationship with Host Country Club
Joint Leadership and ParticipationLeading to Wider Community Participation
Rotary Club of Nsukka Meeting
Sharing our Joint Project and Rotaryon Community Radio
• First three days of assessment and prioritizing of initiatives
• Review of assessment and planning priorities on fifth day
• Meetings on-site reviewing plan and revising as appropriate – including all key staff involved in assessment, planning process, and board members
Actual Community Health Assessment and Planning Process
Active Engagement and Empowerment
• Preparation – Process flow leading to outcomes• Question development
• Establishing seating to maximize participation
Community Assessment – Setting the Stage
• Blanks Sheets around room– Everyone contributes
• Developing local interventions to common issues – table top sheets for local engagement by organization or type of service
• Prioritizing using dots
Capturing Participant Input
Strategic Planning with administrators,physicians, nurses, laboratory technicians, nursing and lab students, finance, environmental services, social work
Participants from Bishop Shanahan, Adani,Enugu Ezike, Nursing and Midwifery Programs, Laboratory, Finance, and Environmental Services
Three-Day Strategic Planning Session
Prioritizing Using Dot Approach
Follow Up and Implementation PrioritiesNovember 17-19,2015
• Discussions with each hospital and community residents
• Prioritizing of strategic issues• Next Steps
– Finalization of Strategic Plan for July 2015-June 2020• Final report in early December 2015
– Implementation of Priorities with Leaders and Health Boards
– Ongoing communication of developments with hospital boards, staff, and community and village leaders
NSUKKA DIOCESAN HEALTH SERVICES STRATEGIC PLAN: JULY 2015 – JUNE 2020
Mission Goals Strategic Initiatives & OutcomesCommunity Health
Education and Outreach
Go To Resource for Healthcare Services
Organizational Infrastructure Support
Staffing Support
Governance and Financial Resources
Vision
Provide the highest quality health services
and healthy living information to
increase the health and well-being of the
people of Nsukka
Create and sustain the highest quality
physical, mental, spiritual, and social
well-being services and support for all
residents served by the Nsukka Diocesan Health Services
Increase voice and effectiveness on healthy living through outreach and education in church, community settings, hospitals, clinics, and schools
Partner with other providers and public and private organizations to develop and support medical education programs and coordinate public health and disease prevention messages
Develop and support services to meet the needs of the community Implement performance based programs to provide highest quality
healthcare services
Prioritize staff needs and develop plan to secure necessary equipment and supplies to effectively and efficiently serve patients
Develop a building design plan to address patient and staff needs in the hospital with short-term priority given to maternal care
Develop and implement plan for clean water, water distribution, and contaminated waste water disposal for hospitals
Develop a comprehensive plan to achieve a supportive wage and salary plan for clinical and non-clinical staff
Provide staff with on-line and local educational programming resources to increase and maintain professional clinical knowledge
Engage and support staff in ongoing multi-hospital discussions within clinical service areas on a monthly or quarterly basis
Recruit local and national health experts to serve on the Nsukka Diocese Healthcare Commission
Provide board members with performance expectations and orientation Develop and Implement a plan to ensure proper payment for services
delivered to patients, including public and private support Develop a collaborative organizational approach with other religious-based
health providers for government support and payment for patients and communities serving poverty and extreme poverty communities
Develop an approach for qualified insurers to provide health insurance plans to Nsukka Diocesan residents for usage within the Diocesan Health System
Strategic Plan Report – 20 plus pages
Drill Down on Nurse Training Program for Accreditation
• Introduction of Helping Babies Breathe (HBB)• Alternative to intubation of infant• Highly successful program • Skype and In-person• Tracking of usage of HBB• Over 60 plus went through introductory
training; 14 Nurses and Midwives Went Through Training to be certified and leads in HBB; Leads and Certified Trainers can now train others
Reducing Infant Mortality
Engagement and Empowerment
Initiating Discussions with Village leaders that identified agriculture as key issue in
Adani
Similar Approach on Agriculture Program
Initial Meetings with Village Leaders to Plan Assessment and Strategic Planning Sessions
Seek permission to speak to elders and king; village leadership attended meeting
Key to Success in Assessment, Planning, and Implementation
Trusting Engagement and Empowerment of Community Leaders and Members
Moving from Community Assessment to Sustainable Strategic Plan Implementation
Bishop Shanahan Hospital System
• Addressing:– Critical Infrastructure– Collaborative Culture for
Quality Improvement– Community Engagement – Clinical Needs– Education Programs
• Using– Global Grants– Vocational Training Teams– Club Travel Funds– Team of Advisors / Community of Interests– Clinical Experts
IMPLEMENTING SUSTAINABLE STRATEGIC PLAN: FIRST STEPS
CLEAN WATER PROJECT AT BISHOP SHANAHAN HOSPITAL
• Clean Running Water throughout Hospital, Schools, Housing
• WASH Training & Services Integration into Hospital
• Community Sales & Outreach for Prevention
CLEAN WATER PROJECT AT BISHOP SHANAHAN HOSPITAL
• Completionin 2016
• Developing Clean Water Projects for Other Hospitals
CLEAN WATER PROJECT AT BISHOP SHANAHAN HOSPITAL
• Assistance from Rotarian Architect Advisor
• Incorporate Mission of Each Facility & Sustainability
• Priorities– Labor & Delivery– Other Wards– Rehab floors & roofs– Surgical suite– Lab Tech School– Sustainable power
• Complete 1st Phase Plan in 2016
DEVELOP MASTER FACILITIES PLAN FOR HOSPITALS
DEVELOP MASTER FACILITIES PLAN FOR HOSPITALS
DEVELOP MASTER FACILITIES PLAN FOR HOSPITALS
• Assistance from TriMedX Foundation June 2016
• Make All Equipment Operational
• Build Up Hospitals’ Bio-Tech Capability
BIO-MEDICAL TECHNICIAN TRAINING
BIO-MEDICAL TECHNICIAN TRAINING
• Credentials, Governance, Facilities, Record Keeping
• Sep 1, 2016 Completion Target
DEVELOPED NURSING SCHOOL RE-ACCREDITATION CORRECTIVE ACTION PLAN
DEVELOPED NURSING SCHOOL RE-ACCREDITATION CORRECTIVE ACTION PLAN
REVAMPING DATA TRACKING & METRICS
• Understanding Cultural Differences
• Improve Local Referrals Process
• CMEs for Physicians
EXPLORE COLLABORATION WITH UNIVERSITY OF NIGERIA NSUKKA HOSPITAL
ENCOURAGING TEAMWORK FOR COLLABORATION & QUALITY IMPROVEMENT
• Encouraging:– Multi-level Teams
& Committees– Ongoing Feedback
• Clean Piped-In Water– Have to change practices
• Collaboration with Clinical Expert– Infection Control Director from Illinois (U.S.)
Department of Public Health
• Assess Current Program to Identify High Impact Items for Attention
• Need Staff Training– Safe Injection Practices– PPE Use– Hand Hygiene
INFECTION PREVENTION / CONTROL PROGRAM NEW VISION
ACTIVE COMMUNITY OUTREACH & ENGAGEMENT
• Met with Community Leaders in Nsukka, Adani & Enugu-Ezike on Mission & Strategic Plan
• Mobile Medical Units Visit Villages
• Fully Integrated Initiative for 1st Minute of Life– Created for Developing Countries
• Collaboration with Clinical Expert– Neonatologist
• Trained 60+ Nurses, Midwives, Educators– 14 becoming Certified Trainers
LAUNCHED HELPING BABIES BREATHE PROGRAM TO IMPROVE INFANT MORTALITY
Key to Success in Assessment, Planning, and Implementation
Trusting Engagement and Empowerment of Community Leaders and Members
• Pat Merryweather, [email protected]
• Rachel Ossyra, [email protected]
Rotary Club of Naperville, District 6450
Contact Information
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