Improving the Quality of a Community Coalition: Clarify, Engage, and Empower

Summary

Impact Statement:

The local health department noted waning engagement of the coalition working to implement the collaborative 2011 community action plan. Through a PDSA approach they were able to re-energize the coalition by collectively reassessing the community action plan, improving its clarity, re-developing the measurable goals and objectives and increasing the certainty that together they could achieve the goals.

Summary:

In May 2013, the McLean County Wellness Coalition (MCWC) and two other coalitions within Illinois partnered with the Illinois Public Health Institute (IPHI) on a 5-month quality improvement (QI) learning collaborative. This collaborative provided MCWC with time to engage in critical reflection on its functionality and efforts for improvement and growth. IPHI’s QI learning collaborative was an opportunity for MCWC to use QI tools and methods and to enhance effectiveness. The overall aim was to improve the clarity of the community action plan (CAP) and the certainty of meeting goals by assessing and redeveloping the CAP with measurable goals and objectives. If measurable goals were in place, progress was documented and communicated regularly, and structure was clarified, then coalition members would understand MCWC's potential impact and their own role in the coalition, and they would be empowered to play a more active role in realizing those goals.

Organization that conducted the QI initiative:

MCWC

Citation:

Lanier, J. Public Health Quality Improvement Exchange. Improving the Quality of a Community Coalition: Clarify, Engage, and Empower. Thu, 04/24/2014 - 09:21. Available at http://phqix.org/content/improving-quality-community-coalition-clarify-engage-and-empower. Accessed April 18, 2024.

Background and Aim

Aim statement:

By September 30, 2013, coalition members will improve the perceived clarity of MCWC’s CAP by 5% (from 3.9 to 4.1) and the certainty that MCWC will meet its goals/objectives by 5% (from 3.6 to 3.9), so by 2016, members will have a clear picture and understanding of MCWC's impact on making the healthy choice the easy choice and reducing chronic disease risk factors (obesity, sedentary lifestyle) in McLean County through policy, system, and environmental changes.

Need For The QI Initiative:

MCWC developed a CAP in April 2011. MCWC had many successful initiatives but was not sure of their impact because goals and objectives were not easily measurable. Participation in and enthusiasm about initiatives also seemed to be waning. MCWC staff understood the challenges and started to look for a way to start this journey toward improvement. At about the same time, the QI learning collaborative opportunity was announced through IPHI. MCWC applied to be part of this learning collaborative, and the application was accepted. Members of the MCWC leadership team were asked to lead the QI project.

Area for Improvement:

MCWC comprises campus and community organizations working to promote healthy eating and active living in the home, schools and child care environments, the workplace, health care settings, and the community. MCWC's vision is to make the healthy choice the easy choice. The mission is to reduce chronic disease and improve the overall health of the community through the promotion and adoption of nutrition and physical activity policy, systems, and environmental (PSE) change. MCWC supports the mission, values, and vision through subcommittee groups focusing on the four key sectors (workplace, health care, schools, community). MCWC has been active for 3 years and has seen significant projects completed; however, decreased participation rates and ownership to complete tasks are evident. MCWC wanted to explore these issues and work on improvements for a more effective and sustainable coalition. The initial goal, for the purposes of the QI project, was to increase clarity, participation, and engagement to help enhance measurable success.

Root Cause:

Root causes were the lack of regular and consistent communication, uncertainty in roles and responsibilities, and the lack of measurable goals.

Planning and Execution Details

Attachment	Size
Storyboard _McLeanCountyWellnessCoalition.pdf	123.74 KB

Results

Measurable QI Outcomes:

The entire CAP was revised with SMART (Specific, Measurable, Attainable, Realistic, Time-Bound) goals and objectives, a formalized structure for the leadership team was put into place, and a regular schedule for monitoring progress and communication was implemented. The revised CAP was shared with the entire coalition via an in-person meeting and an e-mail. Coalition members were asked to complete a Web-based survey via SurveyMonkey to assess clarity, engagement, interest, and certainty that MCWC will meet goals and objectives. The post-survey was completed by 27 members. The scale was from 1 to 5, with 5 being the strongest. Perceived clarity improved from 3.9 to 4.2, and members’ certainty that MCWC will meet its goals/objectives increased from 3.6 to 4.4. Interest in the direction of MCWC increased from 3.5 to 4.5, as did clarity in roles (from 3.5 to 4.1).

Lessons Learned, Observations and Insights:

Overall, the entire experience was positive and a great journey. MCWC staff are more positive and clear about where they are headed because of this project. Engaging in a learning collaborative with IPHI and the other coalitions was a great way for MCWC, as a novice QI team, to conduct this project. The collaborative allowed the team to present issues to each other and to take away lessons learned, helpful suggestions, and best practices. IPHI offered a tremendous amount of support and assistance throughout the 6 months. MCWC agreed that QI should be an integral part of continued efforts. QI will make MCWC a stronger, more effective coalition, which, in the end, hopes to have made a lasting positive impact on the community.

Future Plans:

The clarity of the CAP has improved, and MCWC appears to be re-energized for the future. Formalized plans for monitoring progress and input from MCWC will be put into place. An improved communications plan is in development. MCWC plans to formally evaluate and adjust the CAP every 2 years. A membership assessment will be conducted every year to ensure continued intentional efforts to improve engagement.

Improving the Quality of a Community Coalition: Clarify, Engage, and Empower

Summary

Background and Aim

Planning and Execution Details

Results

Training and Preparation

Information about the Community

Information about the Health Department

QI Staff Information

Accreditation Details

Collaborations

Contact Information of the Submitter

Comments

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Improving the Quality of a Community Coalition: Clarify, Engage, and Empower

Summary

Background and Aim

Planning and Execution Details

Results

Training and Preparation

Information about the Community

Information about the Health Department

QI Staff Information

Accreditation Details

Collaborations

Contact Information of the Submitter

Comments

QI Spotlight