Abstract
New and Improved! Leading through Health System Change 2.0 - The Sequel
Glenn Landers, Sc.D., MBA, MHA, Karen Minyard, Ph.D., M.S.N., Liz Imperiale, BSBA, Mary Ann Phillips, MPH, Melissa Haberlen, JD, MPH and Chandrika Derricho, LMSW
Georgia State University, Atlanta, GA
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Leading through Health System Change is a public health planning tool that helps leaders think through the tough questions that might arise in daily practice as a result of health reform and health system transformation. The tool is new and improved for 2016, thanks to support from the National Network of Public Health Institutes and the Centers for Disease Control and Prevention.
The planning tool is intended to heighten learning capacity and leadership skills in relation to health reform and health system transformation. Central to the tool are two key components. The first is a five-step planning process. The steps in the process are key to helping leaders focus on the actions that lead to innovation and strategic thinking. The second is understanding technical and adaptive challenges.
The tool has been updated with fresh content to reflect regulatory and other changes since its original, July 2013 launch, and fresh examples have been added to reflect the activity that has taken place around the country as the impact of the Affordable Care Act has been assimilated. A maternal and child health module has also been incorporated into the main flow of the planning tool.
This session will demonstrate what is new in the planning tool, walk participants through the online experience, and describe how public health leaders around the country have been using the tool to advance their own planning as health system transformation unfolds.
Administration, management, leadership Conduct evaluation related to programs, research, and other areas of practice Program planning Public health administration or related administration Public health or related organizational policy, standards, or other guidelines Systems thinking models (conceptual and theoretical models), applications related to public health
Abstract
What Makes a Tweet in Healthcare Successful?
Matt Yuen, MPH1 and Nida Ali, PhD, MPH2
(1)University of South Carolina, Columbia, SC, (2)University of Louisville, Louisville, KY
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Background: The healthcare industry has increasingly leveraged social media as a marketing strategy. This is due to the high impact and low cost of social media platforms.
Objective: Analyzing the factors associated with a tweet of high, low, and no reach.
Methods: The study population was defined as the top ranking hospitals in terms of quality and total gross profit based on national rankings. Tweets from June 2012-2015 were gathered from 178 organizations totaling 311,788 individual tweets. A variable called “reach” was created, consisting of favorites and retweets for each individual tweet. The following multivariate analyses were done:
1. A logistic regression comparing no reach vs. any reach (1+).
2. A logistic regression comparing lower reach (0-10) vs. higher reach (10+).
3. A zero inflated Poisson regression for all tweets.
Results: When analyzing the extent of reach, many of the tweets had low (1-9: 21.9%) to no reach (54.1%) (10+:24%). Tweeting occurred most often on Tuesdays (18.8%) and Wednesdays (18.4%), and least on Sundays (4.8%) and Saturdays (6.6%). In the model that compared tweets with no reach and any reach, all days were either non-significant or less likely to have reach compared to Wednesday. In the second model, only Thursday (OR: 1.09 95%CI 1.02-1.16) had a higher reach than Wednesday. The zero inflated Poisson regression found that everyday compared to Wednesday resulted in a decreased likelihood of reach.
Conclusions: Based on the analyses, effective healthcare tweeting is linked to the day of the tweet. However, more research is needed to determine if the content of a tweet effects the reach of a tweet.
Administration, management, leadership Communication and informatics Public health administration or related administration
Abstract
Significance of Beginning Collaborations with Sustainability in Mind: Lessons from a Collaborative Partnership in Healthcare services for Underserved Women
Soletchi Seya-Sery, MPH1, Quinn Gentry, PhD, MBA2, Patsy Sarnor, MPH1, Tekla Evans, MPH, PMP, CHES2 and Keri Pridgeon, MPH3
(1)Center for Black Women's Wellness, Atlanta, GA, (2)Messages of Empowerment Productions, LLC, Atlanta, GA, (3)Center for Black Women's Wellness, Inc., Atlanta, GA
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Some of the most well-funded health initiatives struggle in determining effective practices for forming, strengthening, and sustaining collaborations. In 2014, The Center for Black Women's Wellness (CBWW) saw a unique opportunity to indoctrinate best practices in collaboration when it was selected by The US Department of Health and Human Services as one of 13 grantees funded to leverage health prevention partnerships in innovatively addressing the health care needs of underserved women. As part of a three-year initiative, CBWW is collaborating with three diverse organizations under the “Atlanta Partnership for Women's Health” (APWH) platform. Assisted by external evaluators, the APWH was informed on nine evidence-based elements to organically build successful collaboration: (1) shared goal or vision; (2) speaking the same language; (3) trust and commitment; (4) maintaining autonomy; (5) respect for diversity; (6) clear roles and responsibilities; (7) governing structure; (8) personal choice; and (9) evaluation. This presentation highlights findings from a SWOT analysis of these nine core elements comprising best practices in collaboration, where the APWH incorporated element numbers “1, 2, 3, 6, and 9” in year one. Strengths included valued-added health expertise, weaknesses involved communication issues built into the system though assessed as “manageable”, opportunities centered on the need to form a governing structure for improving administration of the partnership, and threats comprised of outside macro-environmental factors that could be monitored but still impacted the implementation and sustainability efforts. Institutionalizing a robust communications plan is paramount in building and sustaining collaborations beyond existing funding.
Conduct evaluation related to programs, research, and other areas of practice Planning of health education strategies, interventions, and programs Program planning
Abstract
Competencies for leadership and management of public health agencies: Merging theory and practice
Emmanuel Jadhav, DrPH, MHM, MSc1, James Holsinger Jr., MD, PhD2 and Nicholas Homant1
(1)Ferris State University, Big Rapids, MI, (2)University of Kentucky College of Public Health, Lexington, KY
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Research objective: The objective of this study is to pilot a practice based competency framework that integrates the 2014 Public Health leadership and management competencies with the 2015 public health workforce taxonomy and to identify competencies preferred by job category.
Study Design: to develop the competency framework a practice based study methodology using a mixed-methods design was used. Key informant interviews were conducted to identify strategies to cross-walk the competencies by workforce taxonomy. A survey was administered in person to identify competency preference by job category. The study population included about 50 public health professionals that serve in public health agency leadership and management capacities.
Principal Findings: the highest ranked competency among all job categories that identify as leadership and management with a mean rank of 8 was that of ‘ensuring continuous improvement of individual, program and organizational performance'. By job category the competency most relevant to health officers with a mean rank of 9.5 was ‘interacting with larger systems of organization', for the deputy directors with a mean rank of 10 it was ‘collaborating to develop a vision for healthy community'. Bureau/ Department directors that worked at a subagency level identified ‘advocacy' with a mean rank of 8 as the competency most relevant to their job category. The competency of most relevance to Program Directors/ Coordinators/ Administrators was similar to that of the health officers.
Conclusions: the findings of the pilot crosswalk suggest variation in the relevance of leadership and management competencies by job category. Implying there are distinct underlying relationships between nature of job and use of leadership and management competencies.
Implications for Policy or Practice: These findings inform the development of public health leadership programs. It identifies training and education priority areas that would benefit LHD leadership and management teams.
Administration, management, leadership Public health administration or related administration
Abstract
Health Workforce: Who is Accessing Our Online Training Resources and What We Can Do to Help
Ilya Plotkin, MA
Public Health Foundation, Washington, DC
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Surprisingly little is known about the overall picture of public health workforce training. For example, it is known that continuing education is critical in helping public health professionals stay aware of emerging evidence-based practice and ideas just as much as it is for emerging diseases. Yet public health professionals are continuously learning and developing new skills. Therefore, it is important to answer questions such as: What types of trainings are public health professionals taking most often? Who is producing this training content? Which public health professionals are being reached?
Some training content is freely available while other content is restricted to those who work within certain agencies or belong to specific organizations. Understanding how freely available and limited content both support workforce development is important. TRAIN is a public health learning network that allows health agencies to disseminate, manage, track, and share workforce trainings. Currently, 25 state health agencies and three federal agencies—Medical Reserve Corps, Centers for Disease Control and Prevention, and Veterans Health Administration—are connected through this platform as TRAIN affiliates. TRAIN offers approximately 13,000 training opportunities, both freely available and restricted, from nearly 4,000 providers of training representing government agencies, universities, and other health-related organizations. Since using TRAIN to learn is free, more than one million health professionals are registered on TRAIN.
The over one million TRAIN learners have registered for trainings more than 5.5 million times and completed trainings 4.4 million times. Data such as this from TRAIN can help paint a clearer picture of public health workforce training.
This presentation will describe online training resources available to public health professionals and identify who is accessing them, who is offering them, and what is being accessed. The presentation will also include a demonstration showing how organizations can contribute competency-based content to available resources.
Administer health education strategies, interventions and programs Administration, management, leadership Assessment of individual and community needs for health education Other professions or practice related to public health Public health administration or related administration Public health or related education
Abstract
Evaluation of 3D Printing Entrepreneurship Module for health care education with exploratory factor analysis
Nur Onvural, Ph.D.1 and David Hollar Jr., PhD2
(1)Pfeiffer University, Division of Applied Health Sciences, Morrisville, NC, (2)Pfeiffer University, Misenheimer, NC
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Entrepreneurship and innovation have become important emphases for applied graduate education in health care and business administration programs. The emerging 3D printing technology represents a wide access platform for students from various backgrounds to become entrepreneurs. Additionally, screen graphic automated programming software tools provide user friendly access to the technology to inspire students' critical thinking abilities in education.
The objective of this research was to test the content and construct validity of a 3D Printing Entrepreneurship project's attitudes scale and its applications to the evaluation of a health care entrepreneurship course module.
We developed the 3D Attitudes Questionnaire (3DAQ), consisting of thirty situational items, each rated on a 1-6 Likert-type scale. We used SPSS, Version 21.0 to perform exploratory reliability and factor analyses with oblique rotation to determine the overall scale and subscale structure. The data sample consisted of n = 85 MHA students who responded to the 3DAQ and completed a companion qualitative questionnaire.
The reliability and factor analyses yielded four subscales that accounted for 90.8% variability in student scores. The four identified factors were Creativity, Difficulty, Efficacy, and Entrepreneurship, which had internal consistencies of alpha = 0.862 0.299, 0.787, and 0.726, respectively. The full 30-item scale reliability was alpha = 0.842. The Difficulty subscale was removed, yielding a three-factor construct with R2 = 0.442. Qualitative student responses were overwhelmingly positive towards the efficacy of 3D printing in healthcare education. The study will be followed with larger samples for confirmatory factor analysis and alternative populations. The program offers the benefits of motivating public health students to think innovatively to develop solutions for health care problems.
Administer health education strategies, interventions and programs Advocacy for health and health education Assessment of individual and community needs for health education Conduct evaluation related to programs, research, and other areas of practice Implementation of health education strategies, interventions and programs
Abstract
An innovative way to reduce health disparities in Chicago's underserved communities through interprofessional continuing education with long-term concordant testing
Shweta Ubhayakar, MBBS, MS1, Tricia Johnson, PhD1 and Beth-Anne Christopher, MS, RN, CNL2
(1)Rush University Medical Center, Chicago, IL, (2)Rush University College of Nursing, Chicago, IL
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Healthcare is shifting from acute, episodic care to population-based data driven care. It is important to prepare new and existing healthcare workforce to work in new models of care, where care is delivered through interprofessional teams. “Building Healthy Urban Communities” is one such initiative in which education programs have been designed from training at the certificate and associate's degree level to continuing education for clinicians and allied health professionals. This is a partnership between Rush University Medical Center, an academic medical center, Malcolm X City College (MXC), a Chicago City College, and Medical Home Network (MHN), a Medicaid network focused on improving care coordination. Continuing education programs have been developed and delivered in collaboration with MHN. Motivational interviewing (MI), Leading Change, and Mental Health First and Primary Care (MHPC) training have been delivered to 273 physician champions, 183 care managers, and 153 care coordinators and outreach workers. Ongoing evaluation is an integral part of this training for successful replication and sustainability. A series of five questions were presented in the pre-activity survey, post-activity survey, and long-term survey. An innovative method of testing called “Concordant Testing” was used to reinforce learning where participants were sent testlets every month. General satisfaction levels with the training were 4.73 on a 5-point Likert scale. A strong majority of participants indicated a willingness to change practice. Survey participants indicate actual change in practice via self-reported measures. Participants indicate that change in practice is being maintained with use of Concordant Tests. This learning method ties directly to principles of the course, reinforces learning and is a cost-effective, learner-effective way to boost MI and MHPC.
Administer health education strategies, interventions and programs Administration, management, leadership Planning of health education strategies, interventions, and programs Public health administration or related administration Public health or related education Systems thinking models (conceptual and theoretical models), applications related to public health
Abstract
Strengthening the Public Health Workforce using Innovative Technology: How Digital Interviewing Can Optimize The Hiring Process
Tiffany Smith, MPA and Amber Haig, MA
Houston Health Department, Houston, TX
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Amid the changing health landscape, many local public health agencies have identified the growing challenge of attracting high caliber talent with limited resources. Looking for an innovative solution, the Houston Health Department implemented a digital interview pilot program in 2015.
A team was assembled to oversee digital interviews, ensuring the continuity of hiring and evaluating key performance indicators. Programs features included one-way recorded interviews with video, voice and written responses within a single candidate interview, live recorded interviews, and an easy to use dashboard used to screen and rate candidates. An internal process was created to ensure all candidates meeting minimum qualifications had the opportunity to interview. To guarantee a fair and unbiased process, an internal scoring matrix was established and tailored to each position. Equipped with the added knowledge of candidate's skills and competencies, hiring managers then scheduled in person interviews for top candidates.
The program has successfully improved hiring quality, efficiency, and speed while also creating an experience for candidates and hiring managers that is mutually beneficial. This digital platform gives candidates the opportunity to exhibit their skill set in an innovative way while empowering hiring managers with the tools and knowledge a resume cannot provide. The time needed to screen candidates has reduced dramatically. In five business days the department can now invite, interview, screen, and deliver results for a pool of more than 150 applicants. Overall, this digital approach has been highly successful and has positively impacted talent acquisition within all department divisions and levels.
Administration, management, leadership Public health administration or related administration
Abstract
Incrementalism won't work: Universal healthcare will require a social movement
Daniel Swartzman, JD, MPH
Loyola University Chicago, Chicago, IL
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
Thirty-two of the thirty-three industrialized countries have some form of government sponsored universal coverage. The US is the thirty-third. The Affordable Care Act is decidedly not universal coverage. Tens of millions of people will have no insurance coverage after full implementation of the Act; millions more will be under-insured. Three positions have been identified in this election year as to what to do next with the ACA: (1) repeal it and replace it with “something,” most likely a market-like voucher system, (2) move forward with incremental changes to the Act to move closer to universal coverage, and (3) instigate true healthcare reform leading to universal coverage, based upon the notion that healthcare is a birthright (in effect, “Medicare for all”). “Repeal and replace” efforts will not move us towards universal coverage. Incremental change, as conceptualized separately by President Obama and by Hillary Clinton, are likely not to be implemented, but more specifically, neither of these programs will result in universal coverage. Universal coverage will only be achieved through a social movement based upon the notion of healthcare as a birthright. But aren't the “rich and powerful” going to stop such an effort? We will identify over a century of successful progressive policy changes in the US that have resulted from social movements that overcame opposition by political and economic elites. We will identify what it takes for such a movement to be successful. And we will recommend a path forward based upon that analysis.
Public health or related public policy
Abstract
Identifying and Addressing Challenges for Implementing Payment and Delivery Reform Initiatives in Rural Areas
Danielle Garrett, Masters of Public Affairs and Shontelle Dixon
Association of State and Territorial Health Officials, Arlington, VA
APHA 2016 Annual Meeting & Expo (Oct. 29 - Nov. 2, 2016)
The Affordable Care Act provides unprecedented opportunities for states to engage in payment and delivery reform initiatives. These initiatives have the potential to increase patient's access to high quality, coordinated care and improve health outcomes, but the needs of vulnerable and underserved populations must be considered during implementation. Rural populations face a variety of barriers to accessing health care and rural providers have unique challenges and barriers to implementing payment and delivery reforms. For example, rural providers with limited funding and capacity face especially high risk when attempting to switch from fee-for-service payment system to a pay-for-performance system. In order to address these issues, the Association of State and Territorial Health Officials organized a series of calls with state rural health and primary care office directors from states who have State Innovation Model (SIM) awards to help identify the challenges and barriers. The call series culminated with an in person meeting of rural health, state health agency, and state Medicaid agency representatives exploring solutions to these challenges. This session will provide insights and findings from the call series and meetings and discuss promising practices for ensuring successful implementation of payment and delivery reforms in rural areas.
Public health administration or related administration Public health or related public policy