CDSMP Business PlanData PresentationHeather Iliff & Wendy Wolff

November 17, 2014

Webinar Objectives

Increase participant knowledge about key components which are necessary to sustain CDSMP.

Assist participants with identifying critical aspects related to developing their local sustainability plans.

Provide participants with a framework to personalize their local sustainability plan.

Agenda

Program Sustainability Assessment Tool Environmental Support Funding Stability Partnerships Organizational Capacity Communications

Sustainability Plan Components Creating a localized sustainability plan

Program Sustainability Assessment Tool

Developed at the Center for Public Health Systems Science Washington State University

St. Louis, Missouriwww.sustaintool.org

The PSAT is a valid and reliable tool to assess a program’s current capacity for sustainability across a range of specific contexts.

I. Environmental Support *II. Funding Stability *III. Partnerships *IV. Organizational Capacity *V. Program Evaluation VI. Program AdaptationVII. Communications *VIII. Strategic Planning

See it in action

www.sustaintool.org

Environmental support

Defined by Center for Public Health Systems Science (CPHSS) as: Having a supportive internal and external climate for your program.

Internal Support• Organization values CDSMP as a critical service provided by

their agency to the target population.

• Funding CDSMP is recognized as a priority within the agency.

• Leadership is aware of federal funding cycle ending.

• Leadership has developed a fundraising plan to attract new funders, grant opportunities and business partners.

• CDSMP is connected to other programs within your organization.

Environmental support

External Support

• Visibility and awareness exist • People of influence outwardly support

CDSMP• There is an evident group of champions• Interested local partners understand and

value CDSMP

Sustainability Planning:2012 Example

The long term goal is to include embedding evidence-based self management models of care into additional programs within the organization and to integrate self-management as the focus of primary care at our Federally Qualified Health Center/Community Health Center. As the only public health agency serving this region, we have the ability to partner with other community organizations and leverage funds. The time and effort to manage CDSMP will be incorporated into the annual budget and staffing plan at the organization.

From the 2012 Sustainability Plans:

Environmental Support: Having a supportive internal and external climate for your program Sustainability Objective: Secure support of Executive Director and Development Director to create a funding plan for the continuation of CDSMP services through 2018. Steps to achieve the objective: [Be very specific and include important sub-steps. Anyone should be able to pick up this document and understand what needs to happen in order to reach the objective]

Who will do the work? [For every task, there needs to be a responsible party/parties. Who will ultimately ensure the work gets finished?]

What does success look like? [What metrics will you use to track progress on the completion of each step? How will you know it’s time to move on to the next step?]

What non-financial resources are needed for this step? Where will they come from?

Due Date [In the appropriate quarter, enter a

specific date by which the activity must be completed]

Set aside time to meet with ED and DD to share sustainability planning tool and documents.

CDSMP Program Coordinator

Meeting occurred, next step is funding plan is or has been established.

None Q1 Q2 Q3

Q4 12/31/14

Create external support champion in a well known local physician.

CDSMP Program Coordinator

Meeting occurred, Physician agrees to Champion CDSMP in the community.

None

Funding stability

Defined by Center for Public Health Systems Science (CPHSS) as: Establishing a consistent financial base for your program.

• Realistic understanding of the economic and political trends

• Review of current funding streams • Development of potential new funding sources • A varied portfolio of resources to fund CDSMP

Funding stability:Potential revenue sources

Foundations Interested in: Aging issues Chronic disease management People with disabilities Evidence based programs

Government Grants Private Businesses/Corporate Support

Hearing Aid Companies Medical Equipment Companies Financial & Investment Services Companies Home Care/Home Health Services Home Improvement Companies (building ramps, etc)

Funding stability:Potential revenue sources

Pharmaceutical Companies Novo Nordisk GlaxoSmithKline AstraZeneca Merck Eli Lilly Sanofi Amgen Pfizer Johnson & Johnson Merck

Partnerships with MCOs and Health plans Fee-for-service

Sustainability Planning:2012 Example

Our outcome data, combined with a multitude of success stories has helped us sustain organizational support for the program (FTE coordinator), and secure funding from several grants to expand the program.

Should resources become extremely scarce, we may potentially charge participants a maximum fee of $20 for the program. Other options include: loaning books and accepting donations. Employee wellness programs will be charged a per person fee to offset costs.

From the 2012 Sustainability Plan:

Funding Stability: Establishing a consistent financial base for your program. Sustainability Objective: Increase revenue by 50% to help cover the costs associated with running a six week session with ten participants. Steps to achieve the objective: [Be very specific and include important sub-steps. Anyone should be able to pick up this document and understand what needs to happen in order to reach the objective]

Who will do the work? [For every task, there needs to be a responsible party/parties. Who will ultimately ensure the work gets finished?]

What does success look like? [What metrics will you use to track progress on the completion of each step? How will you know it’s time to move on to the next step?]

What non-financial resources are needed for this step? Where will they come from?

Due Date [In the appropriate quarter, enter a

specific date by which the activity must be completed]

Identify 3 pharmaceutical companies and 3 businesses that focus their products on the target population.

CDSMP Coordinator Development Director

Specific contact information secured for 6 individuals. Invitation has been developed to informational session with Executive Director to WOW them.

Access to online information. Phone calls to determine appropriate contact information. May need to call local physician offices to find out names of possible sales people.

Q1 1/31/15

Q2 Q3

Q4

Conduct informational session meetings with 2 pharmaceutical representatives and 2 businesses to identify strategies that they can market their products while helping to defray the class costs.

CDSMP Coordinator Executive Director

Informational Session has been completed. Visual opportunities were provided with their logos on workbooks or in room.

Mock up materials Access to logos

2/30/15

Partnerships

Defined by Center for Public Health Systems Science (CPHSS) as: Cultivating connections between your program and stakeholders.

• A wide variety of service providers, businesses, faith groups, medical providers, etc become invested in the program.

• Providers are well versed in the successes and understand the overlap.

• Identify activist and civic organizations.• Identify a wide scale circle of interest and

involvement.• Embedding CDSMP within their current programs.

Partnerships

- Which partners interface with the target group?

- How can they share the responsibility of CDSMP in your community?

Class Participants

YOUR agency Hospital

Clinics

Local Health Dept

Community Agencies

Nursing Homes

Private Doctors

FaithBased

Sustainability Planning:2012 Example

From the 2012 Sustainability Plan:

Service Provider Their Benefit from CDSMP

Health Care Providers Patients have more resources and self management

Senior Service Agencies More referral sources for clients

Health Care Systems More resources for enrollees

Public/Private Insurance EB programs reduce insurance costs for enrollees

Exercise Facilities More individuals seeking membership

Senior Centers More health related services

Other Health Depts Act as a resource on how to promote outreach and referrals into CDSMP

Partnerships: Cultivating the connections between your program and its stakeholders. Sustainability Objective: Strengthen partnerships by 50% as measured by current, active partnerships to build a strong continuum of providers assisting with implementation of CDSMP. Steps to achieve the objective: [Be very specific and include important sub-steps. Anyone should be able to pick up this document and understand what needs to happen in order to reach the objective]

Who will do the work? [For every task, there needs to be a responsible party/parties. Who will ultimately ensure the work gets finished?]

What does success look like? [What metrics will you use to track progress on the completion of each step? How will you know it’s time to move on to the next step?]

What non-financial resources are needed for this step? Where will they come from?

Due Date [In the appropriate quarter, enter a

specific date by which the activity must be completed]

Create a matrix of all possible service providers and business which provide services or products to the target population. Identify the benefits of CDSMP to their specific niche.

CDSMP Coordinator Matrix has been created that identifies the benefits of each and every possible service provider or business that can be involved in CDSMP.

Access to online information, business directories.

Q1 1/31/15

Q2 Q3

Q4

Contact the local health department and organize a meeting of key stakeholders who provide services to the target population.

CDSMP Coordinator Executive Director

Individuals are at the meeting. Agenda has been designed with specific outcome for increasing partnerships. Continuum of partnership has been agreed to.

Meeting space Invitations

3/30/15

Organizational capacity

Defined by Center for Public Health Systems Science (CPHSS) as: Having the internal support and resources needed to effectively manage your program and its activities.

• Having enough staff and volunteers to effectively manage the program

• Identifying the resources needed to effective manage the program

• Marketing and promotion of activities within the organization and throughout its networks

• Leadership who promotes the successes regularly

• Funding plan

Sustainability Planning:2012 Example

From the 2012 Sustainability Plan:

Our organziation holds a three year multi-program license for up to 25 workshops per year. A part time coordinator position will be created and filled within 6 months. The master trainers from our organization and various partners will collaborate to support the growth and our region of Colorado.

We have requested multi-program license for our agency with the hopes of adding leaders. We will maintain current leaders and workshop sites by offering organizational support, attention and training year after year.

Organizational Capacity: Having the internal support and resources needed to effectively manage the program. Sustainability Objective: Purchase a multi-program license to run up to 25 workshops per year with a minimum of 12 individuals per workshop. Steps to achieve the objective: [Be very specific and include important sub-steps. Anyone should be able to pick up this document and understand what needs to happen in order to reach the objective]

Who will do the work? [For every task, there needs to be a responsible party/parties. Who will ultimately ensure the work gets finished?]

What does success look like? [What metrics will you use to track progress on the completion of each step? How will you know it’s time to move on to the next step?]

What non-financial resources are needed for this step? Where will they come from?

Due Date [In the appropriate quarter, enter a

specific date by which the activity must be completed]

Get support from leadership to hire an additional part time coordinator position to manage 25 workshops per year.

Current individual responsible for CDSMP at agency

Approval has been received. Funding strategy discussed.

Compelling information about need – generated from previous year data. Possible funding strategies reviewed

Q1 1/31/15

Q2 Q3

Q4

Discuss with local health department or AAA, job sharing the position of the CDSMP coordinator.

Executive Director Meetings have occurred. Possibilities discussed.

Benefits of job sharing provided as document.

3/30/15

Communication

Defined by Center for Public Health Systems Science (CPHSS) as:Strategic communication with stakeholders and the public about the program.

• Branding: uniform messaging that lay people can understand and embrace

• Stories of success and satisfied customers

• Educate other providers consistently and regularly

• Share stories with media

• Evaluating if interest is generated by communication tactics and regular revision

Sustainability Planning:2012 Example

From the 2012 Sustainability Plan:

Our organization is well recognized for its networking among community based organizations. We will continue to build on current partnerships and cultivate new partnerships with other human service agencies in the surrounding area.

Central to recruitment and referrals is community education by increasing awareness of available services through the utilization of various media and presentations for the dissemination of information to the target population.

• Word of Mouth – seniors to seniors, neighbors and family members• Focus points – meal sites, senior centers• Information at – medical offices, clinics, hospitals, pharmacies,

grocery stores, churches, etc.• Radio, Newspaper PSA

LocalSustainability Planning

Sustainability Planning is a welcomed opportunity to think strategically about the future of your program.

The capacity to sustain a program relates to the ability to keep the program running smoothly and without interruption over time.

Key guiding questions: Is there enough funding to keep the program for the next three years? Do we have a diverse funding plan to support its continuation over time

should one source be terminated? What are the actual costs associated with running the program? How many customers do I serve? How many should I be serving? Am I using my partnerships to share the burden?

NCOA Cost Savings Calculator

http://www.ncoa.org/improve-health/center-for-healthy-aging/content-library/chronic-disease-1.html

The National Council on Aging sponsored The Lewin Group, Inc. to develop the Calculator to help organizations better understand and manage the costs of administering their Chronic Disease Self Management Programs.

Sustainability Planning

STEPS to Developing a Local Sustainability Plan.

1. NCOA Cost Calculator

2. PSAT - Washington State University’s Center for Public Health Systems Science

3. Cultivate ideas for sustainability

4. Develop attainable plan to continue operations without interruption

5. Monitor Progress

Local Sustainability Planning WorksheetMicrosoft Word Document

WorksheetIdea Generator