Chronic Disease Academy
Albuquerque, NM May 1-4Christine WeissUtah Arthritis
ProgramAugust 2, 2011
Chronic Disease AcademySOPHE/NACDD Joint Meeting1
People, Policy and Politics Possibilities for the Future?Ellen
Jones, PhD, MS, CHES, Program Consultant for NACDDLisa Daily,
MPA
Reviewed definitions of lobbying, advocacy, educationPartner
with mobilized community groups who are able to advocate. Likewise
interested in the public health issue. Are able to legally
advocate. Messenger use admired community members.Creating an
Advocacy Plan. Identify goals, resources, people, strategies, and
tactics.
2Creating your success story One page bulleted format with these
four sections: 1) Public Health Problem - Arthritis2) Share you
programs efforts to alleviate the problem site funding sources3)
Describe impact, measured outcomes or benefits (lives saved, money
saved, reduced hospitalizations, reduced risk, participant
satisfaction, participant reach)4) Contact information3
When speaking with federal or state or local policy makers
remember they basically want to know the answers to these
questions.
What is the problem? How is it effecting my constituents?What
are you doing about it?Is it working?Who is helping you? Build
credibility by citing partners or funding sources.Speak to what
they care about. Show them how the program could help their
constituents.4Most policy makers prefer one-on-one information with
an informed individual. Plan on a long term relationship. Become a
trusted and credible source of information on your topic.Random
rule of thumb: Legislators throw away a third of the information
they receive, skim maybe half, and read only about a quarter for
detail.
5Creating a more Integrated and Sustainable Chronic Disease
ProgramShelli Bischoff, MPA, NonprofitJeanne Alongi, MPH,
NACDDWorked with Chronic Disease Programs in Colorado and MaineForm
follows function: must define what you are trying to achieve
(health outcomes) and then you can define how to best work together
to achieve those (organizational outcomes). First decide what you
need to/want to accomplish and then the how will show
itself.Integration means the whole is greater than the sum of the
partsIntegration is organizational change. Organizational change
needs good leadership and management.Creating an integrated, more
efficient and effective operation is informed by evidence based
principles and organizational development practices. Integration is
a means, not the end.
6The essence of strategy is choosing what not to do. Porter
Planning Process - should be able to answer:What are the
strategic issues that emerge from the data?What are the influencing
trends and factors?What are the most critical and unmet needs?What
is our distinctive competence or assets?What are the root
causes?What obstacles do we need to overcome to have an impact?Who
is our target market and what are their needs or obstacles to
desired behavior?What is the most significant new data or best
practices?What is the system? Who are the competitors and
collaborators and what are they doing?Strategic Planning =
focusing, narrowing, making hard decisions to focus efforts and
resources based on thorough data analysis
7
