WIXLIB

BUILDING A CULTURE OFHEALTH THROUGH CROSSSECTOR COLLABORATIONMelvin J Houser, Auditor, Pottawattamie County, IA.Julie Willems Van Djik, Director of the County HealthRankings & Roadmaps ProgramPatricia Harrison, Deputy County Executive, FairfaxCounty, VA.Kevin Schiller, Assistant County Manager, WashoeCounty, NV.

BUILDING A CULTURE OF HEALTHTHROUGH CROSS-SECTORCOLLABORATIONJulie A. Willems Van Dijk RN, PhDDirector, County Health Rankings & RoadmapsNACo Legislative ConferenceFebruary 27, 2017

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WHERE’S DALLAS?6

DIRECTIONA shared understanding of common goals and strategy7

ALIGNMENTResources and activities of the groups are coordinated8

COMMITMENTMembers value the collective success as much or more thanthey value the success of their own group.9

www.countyhealthrankings.org10

ACKNOWLEDGEMENTS‣ Robert Wood Johnson Foundation‣ Wisconsin County Health Rankings & Roadmaps Team‣ Our Partners–Including National Association of Counties and the Center forCreative Leadership11

THANK YOUJulie Willems Van Dijk RN PhDAssociate Scientist & DirectorCounty Health Rankings & RoadmapsUniversity of Wisconsin Population Health Institute608-263-6731willemsvandi@wisc.edu12

Building a Culture of Health throughCross-Sector CollaborationNACOFebruary 27, 2017

The Local Public Health SystemNon-Profits /CBOs

Evolution of Whole Community Planning Efforts Agency specific strategic plans– Individual agencies and organizations working on the sameissues narrowly focused on the agencies needs Community Plans focused on specific issues– Many boards, authorities, task forces, committees, work groups,all working, at times on similar issues but limited coordinationand limited agreement on goals and outcomes sought Systems Transformation and Collective Impact– Policies, services and practices are aligned across multipleagencies in order to achieve common goals and produce resultsneeded at the individuals, family, community and county level15

The Equitable Growth Profile revealed disparity inopportunity across county This Child Opportunity Indexis a composite of indicatorsincluding: Educational opportunity Health and environmentalopportunity Economic opportunity Overall opportunity is highacross the County relative toDC metro region, but thereare differences acrosscommunities within theCounty.Source: The datadiversitykids.org project and the Kirwan Institute for the study of Race andEthnicity16

Fostering a Sustainable Culture of Health Community Health Dashboard

Commitment to Equity Adopted by the Fairfax County Board ofSupervisors on July 12, 2016 Adopted by the Fairfax County School Boardon July 28, 2016The time is now to move beyond embracing diversityas an asset and implement a new growth modeldriven by equity – just and fair inclusion into “OneFairfax,” a community in which everyone canparticipate and prosper. The resolution directs the development of aracial and social equity policy to be applied inthe planning and delivery of all publicservices Through the use of equity tools the countyand schools will ensure that decisions aremade and resources are allocated within thecontext of One Fairfax, implementing policies,practices, and programs that will not justeliminate identified gaps, but increase successfor all.18

Community Leadership Engagement

Collective Impact Approaches WorkCommunityEngagementEquity LensStrategic andAccountablePartnershipsOrganizational andStrategic CapacityShared DataUseContinuousCommunicationPolicy andSystemsInfluenceSustainableFinancingThe elements of ourCollective Impact approachcreate a cycle of mutually beneficial andreinforcing practicesMore and better results can be achieved whenindividuals and organizations pool resourcesand work together. When everyone commits toa collective impact approach, the benefits to thecommunity are manifold:1) Inequities more easily identified andaddressed2) Data shared to evaluate effectiveness acrossmultiple organizations3) Gaps and redundancies in services identifiedto improve use of precious resources4) Partners broadly support and promote eachothers’ services5) Policy makers better-informed on communitywide progress and needs6) Communication between front-line,neighborhood-level partners and residents, andthe systems administrators and policy makersbetter facilitated

Fostering a Sustainable Culture of Health Successful Children and Youth Policy Team (SCYPT)– Coordinates policy, strategic activities and identifies resources toensure all children have opportunities to succeed Areas of focus – early childhood readiness, systems of care/supportingbehavioral health, opportunity neighborhoods, Members – Board of Supervisors, School Board, county, public safety andschool leadership, community leaders, foundations, health systems,nonprofits, business, parent, youth Opportunity Neighborhood– Coordinates the planning, implementation of community drivengoals to ensure youth have opportunities to succeed– Members: County, Schools, Public Safety, Community,Nonprofits and local business21

Fostering a Sustainable Culture of Health Domestic Violence Prevention and Protection Coordinating Council(DVPPCC)– Coordinates policy, strategic activities, legislation advocacy and adoptsevidenced based service and public information approaches Areas of focus – assessment, community education, trauma informed services,community capacity building Members – Board of Supervisors, Judges, human services, public safety and schoolleadership, faith leadership, health systems, nonprofits Diversion First– Coordinates policy, strategic activities, advocacy, practice changes, and totalsystems transformation to reduce the number of people with mental illness injail Areas of focus – supporting mental health needs and basic life needs for people withserious mental illness outside of jail who have had a low level crime incident andsupport transitions from jail or court services to maximize success in community Members - Board of Supervisors, Judges, county executive leadership, court and legalservices, human services, public safety, and school leadership, supported housing,faith leadership, health systems, nonprofits, people with lived experience, familymembers22

Fostering a Sustainable Culture of Health Equity Leadership Team– Oversees the development of policy and identifies resources neededto support the joint County/School adopted One Fairfax Resolution forracial and social equity– Members: County and School executive leadership, Dept ofTransportation, Dept of Planning and Zoning, Park Authority, Dept ofNeighborhood and Community Services, Dept of Housing andCommunity Development, Human Services, Student Services Economic Development Advisory Group– Strategic Plan to Facilitate the Economic Success of Fairfax Countysupports a comprehensive approach to creating and growing thecounty’s economic opportunities to enable full participation in thecounty’s economy– Incorporates “Health in All Policies”, social equity, land use,transportation and job skill development to integrate conceptspromoting healthy living with a focus on placemaking,23

Fostering a Sustainable Culture of Health Expansion of Tobacco Free Play Zones policy to picnicshelters, marinas, trails and amphitheaters. Comprehensive Policy Plan Review - incorporates PHlanguage for land use, transportation, housing,environment, economic development, heritageresources, public facilities, human services, parks andrec, revitalization and visual and performing arts. Food Council – coordinates strategies to ensure allareas of the county have access to healthy foods andsupports school programs, emergency food coops,farmers markets, and grocery store placements

Implementation in Action:Healthy Community Design Summit25

Implementation in Action:Health Impact AssessmentRichmond Highway Transit Center Provided recommendations to support positive healthoutcomes, avoid harmful health impacts, and promotehealth equity Team members included: Health Department Dept. of Transportation Dept. of Neighborhood and CommunityServices Dept. Housing and Community Development Park Authority Partnership for a Healthier Fairfax (PFHF)

Implementation in Action:Tobacco Free Environments Successfully worked with FairfaxCounty Park Authority to developa message that would establishTobacco-free Play Zones FCPS adopted similar policy 1,300 public playgrounds, athleticfields and skate parks27

Challenges and Solutions Ensure equitably distributed leadership and voice– Balance a multi-sector approach with adequate representation andparticipation– 1/3 county leadership, 1/3 school leadership, 1/3 community leadership– Represented elected officials from both County and Schools Commitment to develop and prioritize strategies and funding– Check all strategies against the goals and strategies agreed upon by theleadership– Use trend and programmatic data to verify need and assess effectiveness Effectively communicate with members, stakeholders, and thepublic– Use online resources to enable efficient use of leadership time - Listserv, openmeetings, and posting materials online– Develop reporting templates and standard messaging28

Benefits of Health in All Sectors ApproachA Collective Impact Provides a full vetting of proposals/initiatives before they reach theboards– Increases chances approval if strategies and funding areendorsed by one of the collective impact and policy teams– Provides a vehicle for board-initiated work Ensures initiatives have a comprehensive and multi-sectoralapproach– Helps knock down silos, as SCYPT won’t accept anything toonarrow Requires the use of data to drive decisions and recommendations– Enables “one voice” for prioritization of needs– Reduces unproductive effort resulting from misinformation29

Success Factors Not just leadership buy-in – cross sector leadership must be responsiblefor development of policy, resources, legislation advocacy, andtransformation of service systemsObtain agreement on goals, strategic approaches, policy frameworks - andcommunicate those goals broadlyCreate multi-year blueprint plans that enable multiple plans to beincorporated into one blueprint – pooling key strategies and resourceneeds from multiple work plans and task force recommendations reducesduplication of effort, enables coordination across sectors, enablesassessment of results, provides opportunities for universal collection ofdataPublicly post data that supports results and assesses effortsAdopt a common language and train, train, train the community andworkforce in use of language30

Contact InformationPatricia Harrison, Deputy County ExecutiveHealth & Human Services, Fairfax County, VirginiaStaff resource:Sharon Arndt, MPH, MPADivision DirectorCommunity Health Development and PreparednessFairfax County Health Department, Virginiasharon.arndt@fairfaxcounty.gov703-246-8753

Washoe County Social Services collaborated andpartnered with local government agencies andprivate organizations in bringing a solution to ourcommunity and citizens.

Additionally there are otherparticipating agencies that clarify andprovide additional direction for theclients. These agencies have been agreat support system for the client.The goal is to keep Crossroadsclients motivated to changebehaviors and keep recidivismreduced. The wrap-aroundservice offered by Crossroadsis all done here directly on campus.