Network Strategy Scales Leadership Impact on Culture of Health
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We shared an evaluation framework that we have developed for assessing the impact of a network strategy for leadership development programs. This is part of a project that LLC is doing in conjunction with network and leadership development experts for the Robert Wood Johnson Foundation.
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Network Strategy Scales Leadership Impact on Culture of Health
- 1. A Network Strategy for Leadership Programming
- 2. • Network: Over 3,800 members who fund, run, and study leadership development • Collaborative Research: Promoting cutting edge models & innovation • Application: Putting new models into practice to scale leadership impact on social justice issues 2 About LLC
- 3. How Can Leadership Programming Contribute to a Culture of Health? 3 “ “A Culture of Health is a society where getting healthy and staying healthy are fundamental and guiding social values that help define American culture. It’s an America in which all the people— whatever their ethnic, geographic, racial or socioeconomic circumstance happens to be—live longer, healthier lives. It’s a nation where promoting health is as important as treating illness. It’s a society in which high-quality health care is available to everyone—where, when, and how they need it. It’s a culture that values physical and mental wellness. And it’s a country where the health of all of our children is a matter of fact and not a matter of chance.”
- 4. RWJF New Leadership Programming RWJF Multi-Sector Leaders for Health will develop, harness, and leverage the collective power of individuals (and their networks) already in leadership positions in traditional health and health care-related areas, as well as others engaged in a broad range of community efforts that may influence a Culture of Health. 4 RWJF Interdisciplinary Culture of Health Research Leaders will engage researchers from multiple disciplines, such as clinicians, public health researchers, economists, sociologists, and others in and out of the health sector to produce evidence that will drive change toward a Culture of Health. RWJF Diversity in Health Policy Research will support doctoral students from disadvantaged or underrepresented backgrounds and from different disciplines to focus on health issues and policy. RWJF (New) Clinical Scholars will develop an inter professional group of clinicians to expand their understanding of, and influence on, the Culture of Health.
- 5. 5 RWJF: Culture of Health Action Dimensions
- 6. RWJF Project Objectives 6 Develop a comprehensive network strategy to inform leadership programming that: • Informs program design, delivery, content and network supports • Incorporates an inclusion and equity lens • Offers a learning and evaluation framework for evaluating network impact
- 7. Project Team 7 Milano Harden Beth Kanter June Holley Kiara Nagel Heather McLeod Grant Claire Reinelt Deborah Meehan
- 8. Why a Network Strategy? 8 • Building a Culture of Health will require work across silos and divides to create systems change • Networks weave relationships and increase the flow of ideas and resources across sectors and institutions • Networks increase innovation and accelerate learning • Networks can scale what works to improve health outcomes and conditions that create health
- 9. Culture of Health Ecosystem 9 Health Non Profits Media Faith Government Education Arts
- 10. Chat Question 1 10 Can you think of examples of networks that are contributing to Culture Change?
- 11. Network Leadership: Leveraging a CoH • Growing Alignment & Action Across Networks • Accelerated Learning & Innovation Across Networks • Network competency & scaffolding connects & strengthens networks • People, organizations, and networks, connecting Diverse Connections Network Supports Alignment & Action Learning & Innovation 11
- 12. A Network Strategy for Leadership Development 12 Program Design Principles Delivery Strategies Competencies & Content Engagement Strategies Infrastructure
- 13. Domains of Change 13 Societal Impact Network Action Network Capacity
- 14. Network Capacity • Network Leadership Network Mindset/Behaviors Network Skills Alignment and Commitment around a Shared Understanding of a CoH • Network Strength Stage of growth Strong Core and Periphery Flow of Information • Network Infrastructure Communication platforms Leadership roles & structures Resources 14
- 15. Network Action o Forming cross-sector, cross-issue partnerships o Aligning strategic priorities o Engaging community health leadership o Collecting and using data to set direction and investment priorities o Innovating and scaling what works 15
- 16. Societal Impact o Shifts in public will around health as a human right o Policies that promote a CoH o Improvements in health outcomes o Reduction of disparities in health outcomes o Changed environments for healthy living o Increased access to quality care for all 16
- 17. Chat Question 2 17 Are you measuring a societal level change in your work?
- 18. Measuring Network Capacity 18 Resources • Network Weaver Handbook (Holley) • Network Health Assessment (Taylor and Coffman)
- 19. Assessing Network Development Networks often develop from fragmented clusters of people interested in a concept, to a single hub-and-spoke when a leader pulls the clusters together, to multiple hubs where a variety of people take responsibility, and finally to a core/periphery with a strongly connected core and healthy periphery of people who bring new resources and ideas to the network. Fragments Single-Hub Multi-Hub Core/Periphery Patterns of networks development
- 20. 20 A Healthy Network
- 21. Measuring Network Action 21 Assessment Tools • PARTNER (partnertool.net)
- 22. Measuring Network Action 22 People and Initiative/Issue Network Mapping (Barrfoundation. org)
- 23. Smart Growth (4/29/11, 184 vertices) Walkability (4/28/11, 136 vertices) Complete Streets (4/29/11, 233 vertices) Healthy Food Access (4/29/11, 173 vertices) Saveplay (4/29/11, 70 vertices) Cross: user is bridging between clusters RWJF: one of the RWJF related accounts 23 #Hashtag Conversations Source: NodeXL, NetDraw Date: 6/2/11 on Twitter
- 24. Measuring Societal Impact 24 Assessment Tools: • County Health Rankings • Community Commons (communitycommons.org) • Health Impact Assessments
- 25. #CHRankings Twitter Conversation Magenta: most influential accounts (healthyfinder, gohealthypeople) Orange: local, county health Green: health advocacy Blue: policy Date: 4/2/11 Source: NodeXL Number of participants (vertices): 339 25
- 26. Break Out Group Discussion Question 26 What ideas or questions do you have about assessing the contribution of a network leadership strategy to changes in health outcomes?
Hinweis der Redaktion
- UNetwork strategies intentionally weave relationships and foster partnerships across sectors, disciplines, and professions so that needed ideas, data, resources, and energy flow more freely; integrated solutions are developed, and local communities and counties learn and share with each other to scale what works to improve health outcomes and the conditions that create health.
- Updated by DM 1/27/14
- Overview of the process – focus on the evaluation This is the third of series of conversations To begin to create this framework Domains The first domain where we expect to see change is in network capacity. We are focused here on measuring changes mindsets and skillsets of leadership program participants so that they can be levers and catalysts so that they can support and reach others, in the strength of the networks they form across programs, and in the infrastructure that supports them to use network platforms to communicate, connect, learn, and collaborate The second domain where we expect to see change is in network actions – Are networks well connected across sectors and issues? Are cross-sector, and cross-issue partnerships forming? Are organizations and networks communicating and working together in ways that amplify their message and create a sense of urgency? Is leadership engaged and connected in every community? Are networks collecting and using data to learn what is working to improve health outcomes and spread what works? The third domain where we expect to see change is in society. Do we value everyone’s health equally? Are health outcomes improving for all social groups? Have we eliminated racial disparities in health outcomes? Are communities healthier places to live, work and play? Do families have access to good food, transportation, jobs, education? Is there affordable, accessible healthcare in every community?
- I explained some of the thinking about this in the slide before. It also maps onto our recommendations that include paying attention to the network infrastructure needed to support graduates. The first domain where we expect to see change is in network capacity, both in the mindsets and skillsets of leadership program participants, in the strength of the networks they form across programs, and in the infrastructure that supports them to use network platforms to communicate, connect, learn, and collaborate
- There is a mix of verbs and nouns. Was trying unsuccessfully to make this more consistent. I feel like we really need to lift up the importance of relationships being formed across sectors, issues, etc. …the unusual suspects who can move the work outside traditional public health channels. Can you give more concrete examples of what we would look for and how we would measure it? The second domain where we expect to see change is in network actions – Are networks well connected across sectors and issues? Are cross-sector, and cross-issue partnerships forming? Are organizations and networks communicating and working together in ways that amplify their message and create a sense of urgency? Is leadership engaged and connected in every community? Are networks collecting and using data to learn what is working to improve health outcomes and spread what works?
- Are we saying these are changes we expect a network strategy to contribute to?... A reiteration of our assumptions or are we going to try and measure changes at this level. In the spirit of the latter I changed some of these to make them feel more measurable. It would be good to have examples. The third domain where we expect to see change is in society. Do we value everyone’s health equally? Are health outcomes improving for all social groups? Have we eliminated racial disparities? Are communities healthier places to live, work and play? Do families have access to good food, transportation, jobs, education? Is there affordable, accessible healthcare in every community?
- Are you measuring a change?
- We are moving now to talk about tools and resources for measuring network capacity, network action, and societal impact of network leadership investments There are a number of tools being developed to measure network leadership capacity. For instance June Holley has developed a network weaver checklist which can be used by individuals to understand their strengths and weaknesses in various network roles. This tool can also be used to assess the network’s leadership capacity. Does the network have people who are actively engaged as weavers, connectors, facilitators, guardians – all the roles that are needed for the network to function at optimal capacity. The Network Health assessment is a tool to assess network health – for example does the network have the resources it needs to sustain itself, are the internal systems and structures efficient, does the network have a common purpose and are they adding value to each other’s work
- From “what Network Stage is Your Community?” Valdis Krebs and June Holly, Wiser Earth, September 2009 Another way to assess the network’s capacity is to map how the network is changing over time.
- Identification of partners within the collaboration. Record of the frequency of interactions. Elements of the strength and quality of the interactions. Measures of trust and value within the collaboration. Network scores to report and illustrate changes to collaboration activity over time. Outcomes measures related to success of the collaborative, products and programs developed, and change to relationships among members of the collaborative are provided.
- RWJF project You can understand network action by collecting and anlayzing twitter hashtag conversations. There are many action-oriented health health tags that people are using to promote actions and conversations around an issue. Sometimes you can see high levels of synergy and activity around multiple hashtags like smart growth, walkability, complete streets. Can also locate who is bridging clusters
- County Health Rankings Community Commons is a mapping tool that identifies vulnerable communities that are at high risk for poor health outcomes based on poverty rate and high school graduation rates – two outcomes that are predictors of health and for which there is good data being collected at a neighborhood level Health impact assessments (HIAs) are being used to advance equevidence-based analyses that predict health benefits and risks of proposed laws, regulations, programs, and projects Health Impact Assessment (HIA) is an important tool for understanding the health implications of proposed policies, plans, or projects on communities. Policy Link and others have been focusing on bringing an equity lens to these assessments so that they can be useful in advancing equity in decision-making
- Conversation with Marc 5/26 [incorporated these notes into slide on 5/27] 2011 conversation was a bit denser than 2010 conversation but foundation has not been able to recruit a spokesperson that is not them. If we do this map next year and there is another hub that’s not RWJF hub then that’s a good outcome. You could have a communications strategy that would actively recruit different hubs +++++ Map created on 5/24/11. Discussion with Marc: Hubs: healthfinder (magenta), gohealthypeople (magenta), amheartadvocacy (lime), rissalavizzo (orange) Of the top 10 people talking about healthrankings, 6 of them work for RWJF. (see top users below) More people than in 2010 (339 on this day and 183 in 2010, difference of 156 participants) Over the year RWJF accounts have gained in followers in proportion to their followed but the three clusters remain the same, clusters have become a bit bigger, not that much more dense +++ New Cluster Notes (Natalia 5/24/11) Magenta (g4): mindofandre, chimoose, femelmed, healthyfinder, gohealthypeople , susannahfox, reportinghealth, cascadia Orange (g2): nacchoalerts, chrankings, brenlizhen (Working to leave a positive legacy in my little corner of the world. Program Officer @ Robert Wood Johnson Foundation.), ncuih_ed (NCUIH is a nonprofit organization in Washington, D.C. that promotes quality health services for American Indians in the U.S.) Schweitzerasf: Addressing health disparities by developing Leaders in Service who are skilled in, and committed to, meeting the health needs of underserved communities. Green (g3): amheartadvocacy, misshealth (Interests: Public health, grassroots advocacy, youth empowerment, new media, activism, hunger, food revolution, tobacco control, fighting cancer!), pophealth (Improving Population Health is a blog that explores current thinking in policy, practice, and research in population health improvement. ) Blue (g1): healthpolicyhub, kathleenld (Likes: international affairs, WashDC, Global Pub Health, new media, the internet, cooking. Dislikes: mean ppl, pigeons, frisbees ), orleanscohealth (Empower county residents to achieve optimal health, wellness & safety,both individually & as a community, through innovative leadership, advocacy & education. ), capecodgurl (Politically motivated #obamaCRAT..underdog rooter..news junkie..aspiring hermit..loves Red Sox, OuterCape, community activism, nonfiction & documentaries &dogs. ) Cyan: howardhealth (Howard Health Counts is a one stop source of non-biased data & info. about community health in Howard County, MD. It is sponsored by The Horizon Foundation.) ++++ Top 10 Users [Natalia 5/25] rwjf_pubhealth: magenta rwjf_humancap: magenta Healthfinder: magenta Gohealthypeople: magenta Rwjf: lime Amheartadvocacy: lime american_heart: lime chrankings: orange Risalavizzo: orange Healthyamerica1: orange ++++ Workbook Metrics [we did not discuss this with Marc, this is just FYI] Graph Type Directed Vertices 339 Unique Edges 4436 Edges With Duplicates 544 Total Edges 4980 Self-Loops 0 Connected Components 3 Single-Vertex Connected Components 1 Maximum Vertices in a Connected Component 336 Maximum Edges in a Connected Component 4978 Maximum Geodesic Distance (Diameter) 4 Average Geodesic Distance 2.191143 Graph Density 0.041044841 NodeXL Version 1.0.1.164
- 2:40 for 10 minutes