Planning Council Retreat

Transcription

1 Planning Council Retreat January 6 th, 2011 Rita Bass Trauma and EMS Education Institute 2011 DHRPC Retreat 1

2 Retreat Schedule Welcome and Introductions Enneagram Activity Lunch National AIDS Strategy Update on the Comprehensive Plan Priorities & Needs Assessment Breakout Groups Closing Remarks 2011 DHRPC Retreat 2

3 Enneagram Activity Mary Ann Bolkovatz 2011 DHRPC Retreat 3

4 The Enneagram Overview 2011 DHRPC Retreat 4

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6 Three centers and their characteristics Heart/ Feelings Center The Heart centered issue is shame Head/Thinking Center The Head center issue is anxiety/dread Instinctive/Body Center The instinctive center issue is anger/rage 6

7 # 2-The Giver; Caretaker; Nurturer; Helper; Advisor; Manipulator 2 s are demonstrative, generous, people-pleasing, and possessive 2 s keep tabs on office interaction. Secure 2 s move toward the 4 and know what they and others need. Under stress 2 s move toward the unhealthy aspects of the 8- they punish people for not being grateful enough. 7

8 # 3 The Performer; Motivator; Achiever; Producer or Status seeker 3 s are competitive, results oriented, adaptive, excelling, driven, and image-conscious. Speak to 3 s using the language of results, action. Time is valuable to the 3 and so be efficient and recognize their desire not to waste time. Healthy 3 s move to the positive qualities of the 6, the loyal, committed qualities; unhealthy 3 s move to the negative qualities of the 9 when stressed and they speed up. 8

9 #4 The Tragic Romantic / The Melancholic / The Outsider / The Special Case/The Mystic 4 s are expressive, dramatic, self-absorbed, and temperamental 4 s appreciate emotional intensity 4 s need structure, schedules as they have a subjective sense of time 4 s need acknowledgement of their feelings but also to stay with the facts, be practical, logical Healthy 4 s move to the out in the world action of the 1; under stress 4 s move to the negative aspects of the 2. 9

10 #5 Observer; The Thinker / The Innovator / The Specialist / the Expert 5 s are perceptive, innovative, secretive, and isolated. 5 s want to know why things are the way that they are; they want to know how the world works They excel at abstract analysis 5 s tend to be uncomfortable with emotional intensity and conflict. Secure 5 s move to the tough, direct follow through of the 8. At times of stress, the 5 moves to unhealthy aspects of the 7 which works against following through. 10

11 #6 The Loyalist/ Devil's Advocate, Guardian or Rebel / True Believer / The Troubleshooter /The Loyal Skeptic 6 s are engaging, responsible, anxious, and suspicious. Highly team and family oriented. Safety lies in seeing through appearances They are great troubleshooters When stressed the 6 moves to the unhealthy aspects of the 3-the doing, doing; when comfortable and growing they move to the 9-calm and non-aggressive 11

12 #7 The Epicure, Entertainer, Optimist, Adventurer or Rationalizer /Generalist / The Multi-Tasker / Connoisseur / The Dilettante / The Energizer 7 s are spontaneous, versatile, distractible, and scattered. Life is filled with possibilities for the 7-they thrive on experience. 7 s are fascinated by new ideas and possibilities; they are also easily bored, have trouble with follow through and dealing with the details They are natural optimists and great multi-taskers Healthy 7 s move to the quiet of the 5 to sort through options and take stock and limit the stimulation. During stress they move to the 1 becoming either critical or making fun of others 12

13 #8 Leader/Intimidator, Solution Master, Maverick, Protector or Intimidator 8 s are self-confident, decisive, willful, and confrontational They are justice minded and interested in fair play With an 8, what you see is what you get 8 s are often not aware of their impact Under stress the 8 moves to the 5; Healthy 8 s move to the positive qualities of the 2 13

14 #9 Peacemaker, Mediator, Naturalist, Accommodator or Abdicator/ The Healer / The Optimist / The Reconciler / The Comforter / The Utopian/Nobody Special 9 s are receptive, reassuring, agreeable, and complacent 9 s tend to get distracted from what really matters. Deadlines are helpful Their communication tends to be ambiguous Can be stubborn about taking direction. Indirect anger; passive aggressive When the 9 is growing, they move to the healthy qualities of the 3-out in the world, getting things done; Under stress the 9 moves to the 6-stuck in fear 14

15 1 The Reformer, Judge, Crusader or Critic 1 s are principled, purposeful, self-controlled, and perfectionistic. They are great team players when everyone is doing their fair share. Their driving force is anger. They aim for the perfect product and can spend hours going over the details. As they transform they move toward the playful fun of the 7 and the inner critic dissolves. Under stress they move to the melancholy and sadness of the 4. 15

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17 Lunch 2011 DHRPC Retreat 17

18 National HIV/AIDS Strategy Robin Valdez Division Director Denver Dept. of Environmental Health 2011 DHRPC Retreat 18

19 2011 DHRPC Retreat 19

20 Background on National Strategy Presented by President Obama and The White House Office of National AIDS Policy (ONAP) on July 13, Based on: Sound Science (Best Practices, Identified Areas of Need, and Logical Decision Making Modalities). Measurable goals, timelines, and accountability mechanisms. 14 HIV/AIDS Community Discussion across the United States. Suggestions made online. Expert meetings on several HIV-specific topics. Working with Federal and community partners who gathered information in their own areas DHRPC Retreat 20

21 Primary Goals and Vision National HIV/AIDS Strategy with three primary goals: 1. Reducing the number of people who become infected with HIV; 2. Increasing access to care and improving health outcomes for people living with HIV; and, 3. Reducing HIV-related health disparities. Vision: The United States will become a place where new HIV infections are rare and when they do occur, every person, regardless of age, gender, race/ethnicity, sexual orientation, gender identity or socio-economic circumstance, will have unfettered access to high quality, life-extending care, free from stigma and discrimination DHRPC Retreat 21

22 Challenges Too many people living with HIV are unaware of their status Access to HIV prevention is too limited Insufficient access to care Diminished public attention 2011 DHRPC Retreat 22

23 Reducing New HIV Infections National HIV/AIDS Strategy Focus Area 2011 DHRPC Retreat

24 Anticipated Results by 2015 Lower the annual number of new infections by 25 percent (from 56,300 to 42,225); Reduce the HIV transmission rate, which is a measure of annual transmissions in relation to the number of people living with HIV, by 30 percent (from 5 persons infected each year per 100 people with HIV to 3.5 persons infected each year per 100 people with HIV); and, Increase from 79 percent to 90 percent the percentage of people living with HIV who know their serostatus (from 948,000 to 1,080,000 people) DHRPC Retreat 24

25 Action Steps: How do we get there? Step 1: Intensify HIV prevention efforts in the communities where HIV is most heavily concentrated. Step 2: Expand targeted efforts to prevent HIV infection using a combination of effective, evidence based approaches. Step 3: Educate all Americans about the threat of HIV and how to prevent it DHRPC Retreat 25

26 Increasing Access to Care and Improving Health Outcomes for People Living with HIV. National HIV/AIDS Strategy Focus Area 2011 DHRPC Retreat

27 Anticipated Results by 2015 Increase the proportion of newly diagnosed patients linked to clinical care within three months of their HIV diagnosis from 65 percent to 85 percent. Increase the proportion of Ryan White HIV/AIDS Program clients who are in continuous care (at least 2 visits for routine HIV medical care in 12 months at least 3 months apart) from 73 percent to 80 percent. Increase the percentage of Ryan White HIV/AIDS Program clients with permanent housing from 82 percent to 86 percent DHRPC Retreat 27

28 Action Steps: How do we get there? Step 1: Establish a seamless system to immediately link people to continuous and coordinated quality care when they learn they are infected with HIV. Step 2: Take deliberate steps to increase the number and diversity of available providers of clinical care and related services for people living with HIV. Step 3: Support people living with HIV with co-occurring health conditions and those who have challenges meeting their basic needs, such as housing DHRPC Retreat 28

29 Reducing HIV-Related Disparities & Health Inequities National HIV/AIDS Strategy Focus Area 2011 DHRPC Retreat

30 Anticipated Results by 2015 Increase the proportion of HIV diagnosed gay and bisexual men with undetectable viral load by 20 percent. Increase the proportion of HIV diagnosed Blacks with undetectable viral load by 20 percent. Increase the proportion of HIV diagnosed Latinos with undetectable viral load by 20 percent 2011 DHRPC Retreat 30

31 Action Steps: How do we get there? Step 1: Reduce HIV-related mortality in communities at high risk for HIV infection. Step 2: Adopt community-level approaches to reduce HIV infection in high-risk communities. Step 3: Reduce stigma and discrimination against people living with HIV DHRPC Retreat 31

32 Achieving a More Coordinated National Response to the HIV Epidemic National HIV/AIDS Strategy Focus Area 2011 DHRPC Retreat

33 Action Steps: How do we get there? Step 1: Increase the coordination of HIV programs across the Federal Government and between Federal agencies and State, territorial, tribal, and local government. Step 2: Develop improved mechanisms to monitor and report on progress toward achieving national goals DHRPC Retreat 33

34 For More Information National HIV/AIDS Strategy AS.pdf Nation HIV/AIDS Strategy: Federal Implementation Plan Community Ideas for Improving the Response to the Domestic HIV Epidemic DHRPC Retreat 34

35 Comprehensive Long-Term Systems Planning A Maria Lopez, Program Manager 2011 DHRPC Retreat 35

36 What is Comprehensive HIV Service Planning? The Ryan White CARE Act s goals are to develop, organize, coordinate, and implement high-quality and cost-efficient systems of services to individuals and families with HIV disease. DHRPC Mission Statement To assist in the coordination of high quality, culturally proficient delivery of HIV/AIDS services in the Denver Transitional Grant Area (TGA). 36

37 What is Comprehensive HIV Service Planning? The purpose of comprehensive HIV services planning is to help planning body members develop a detailed picture of the current and future local HIV/AIDS epidemic to guide decisions about HIV-related services and resources in an TGA. Information from comprehensive planning is used to set long-term goals, objectives, and strategies for delivering services. The plan also reflects the community s vision and values about how best to deliver HIV/AIDS care, particularly in light of limited resources. 37

38 What is Comprehensive HIV Service Planning? Comprehensive planning helps answer four basic questions: 1. Where are we now? (What is our current system of care?) 2. Where do we need to go? (What system of care do we want?) 3. How will we get there? (What steps can we take to develop this ideal system? In particular, what strategies are needed to assure access to the system in order to eliminate disparities?) 4. How will we monitor our progress? (How will we evaluate our progress in meeting our short-and long-term goals?) 38

39 Where are we now? This section can draw on the results of our planning body s needs assessment process and may include the following elements: An epidemiological profile; An assessment of serve needs among the affected populations; A resource inventory; A profile of provider capacity and capability; An assessment of gaps in services; A description of major service delivery issues which impact the system of care; A description of the history of local, State, or regional response to the epidemic past and current planning efforts. 39

40 Where Do We Need To Go? This section should outline goals for the comprehensive continuum of care: A shared vision of how the planning council would like it s system of care to function. Shared Values or guiding principles that shape HIV related System of care in the region. Enhancing the Delivery System 40

41 Where Do We Need To Go? To achieve this mission for , the Planning Council has chosen four primary focus areas: 1. Linkage to Care; 2. Eliminating Health Disparities; 3. Retention in Care; 4. Adherence/Medical Self-Management. 41

42 Where Do We Need To Go? Vision and Values for Systems Change In identifying methods for addressing its key focus areas outlined above, the Planning Council considered three main questions: 1. What do we stand for? 2. What is our unique contribution? 3. How do we show value and efficacy of the future of the system of care? 42

43 Where Do We Need To Go? Planning Council members emphasized four recurrent values that form the framework for a unified vision of coordinated care: 1. Evidence-Based Decision Making 2. Coordinated System of Care 3. Responsiveness 4. Equity 43

44 Where Do We Need To Go? Evidence-Based Decision Making Central to the vision of the future of care in the Denver TGA is the fundamental value that all decisions regarding allocations and service prioritization be based on evidence derived from three main sources. 1.Needs assessment data gathered on an annual basis, 2.Client-level data collected through RWCAREWare, 3.Performance Measurement of client-level and program Quality Indicators. 44

45 Where Do We Need To Go? Coordinated System of Care Ensuring that TGA providers communicate effectively with one another, Maximizing efficiencies and avoiding the duplication Providers are encouraged to collaborate with other Part A- funded agencies and with providers outside of the Ryan White system. The Planning Council intends to coordinate the Part A system of care and planning processes with other Ryan White parts, HOPWA, Medicaid, and other related systems of care whenever possible. 45

46 Where Do We Need To Go? Responsiveness A responsive system is one that upholds a vision of flexibility in meeting the needs of the changing epidemic. As the model of HIV changes from a terminal to a chronic disease, corresponding shifts must occur in care provision. The value of responsiveness upholds a vision of an adaptive system that provides costeffective care while genuinely meeting the needs of those it is designed to serve. 46

47 Where Do We Need To Go? Equity In representation and access to care. In terms of representation, diverse consumer input is viewed as central to each stage of the decision-making process regarding service provision. With respect to system access, the value of equity serves to ensure that competent health care is a visible reality for all PWLH/As. 47

48 How will we monitor our progress? This section should outline the steps to be taken to monitor and evaluate the planning body s use of the plan. A monitoring and evaluation plan should monitor progress in achieving short-term and long-term goals and objectives and update the comprehensive plan. It should monitor changes in the epidemic, service needs, provider capacity, and resources. A process also is needed as part of the monitoring and evaluation plan to keep track of legislative, regulatory, health service delivery, and treatment changes that will affect the system of care. 48

49 Look At Where We Are And How Far We ve Come! Comprehensive Plan

50 Look at How Far We ve Come! Goal 1: Implement a quality improvement and project management structure to address critical issues within the TGA: Accomplishments; Development of Workgroup Process, Workgroup Standard Operating Procedures, Creation of template Documents, Establishing a Workgroup, First Meeting Agenda Format, Meeting Agenda, Communications (aka Minutes), Leadership Communication. 50

51 Look at How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: Priorities Workgroup Accomplishments; FY 2010 DHRPC Retreat Priorities Breakout group kicked off the process, Workgroup extremely successful in establishing a new approach to Priorities, Major systems changes in a thoughtful and meaningful way, This proactive and collaborative approach road map for future process. 51

52 Look at Where We Were and How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: Needs Assessment Committee Accomplishments; FY 2010 Retreat kicked off the process, Former Co-Chair of Planning Council presented annual data strategy Needs Assessment to live in committee verses workgroup Development of Needs Assessment approach Hired consultant to implement The expert left project midway through While EAC was able to consolidate some of the experts work, focus was redirected towards this year September of 2010 EAC started the planning process for the 2011 Comprehensive Needs Assessment EAC developed a much more intensive process and request for proposal than in years past EAC chose John Snow Inc. to conduct the needs assessment. 52

53 Look at How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: MDASC Committee: Annual review of standards based on site visit outcomes and new policy announcements Developed New Standard Early Intervention Services Standards of Care and the Performance/Quality Measures Workgroups; Medical Case Management Medical Home Health Care Mental Health Outpatient Ambulatory Substance Abuse 53

54 Look at How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: People of Color Leadership Committee Accomplishments: Annual Assessment of Minority AIDS Initiative (MAI) Funding Annual Recommendations to DHRPC at Priorities for MAI prioritized categories and allocations 54

55 Look at How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: People of Color Leadership Committee Accomplishments Continued: Recently Released Incarcerated (RRI) Workgroup; Evidence driven identification of barrier to care for recently incarcerated individuals, Recommendation to DHRPC to reallocated funds housing services to address identified RRI barriers. Undocumented Workgroup Accomplishments: Discussion of Issues related to immigrant populations 55

56 Look at How Far We ve Come! Goal 2: Establish workgroups to take on critical TGA initiatives: Rebuilt + Committee Accomplishments Peer Mentor Self Management Training Workgroup: HIV One on One training went on to become a statewide program HIV and Aging Workgroup to set the framework for this group to gather information on the subject of HIV and Aging. Questions and data request forwarded to EAC impact annual data collection Capacity Assessment of Continuum of Care CAREWare Survey HIV and Aging Forum 56

57 Look at How Far We ve Come! Goal 3: Strategically improve the functioning of the DHRPC: The Membership Development Committee Accomplishments: Revised DHRPC s Bylaws Revised Grievance Procedures Updated DHRPC s Organizational Chart Developed new standards and assessments for reapplying members Revised confidentiality policy for DHRPC Members Revised confidentiality policy for Membership and Leadership Committee Members 57

58 Look at How Far We ve Come! Goal 3: Strategically improve the functioning of the DHRPC: The Membership Development Committee Accomplishments Continued: Updated and revised New Member Orientation New interview process for potential members New Online Orientation Training 58

59 Look at How Far We ve Come! Goal 4: Ensure that strong communication exists between DOHR, DHRPC and Providers: TGA Collaboration Accomplishments : Collaborative Informational sessions Legislative Policy Changes 59

60 Future Focus National AIDS Strategy How do they relate to us locally? Upcoming Comprehensive Plan Needs Assessment Priorities and Resource Allocation 60

61 Break Out Groups 2011 DHRPC Retreat 61

62 Closing Remarks 2011 DHRPC Retreat 62