Mental Health In this conversation well talk about Who is - - PowerPoint PPT Presentation

Mental Health

FEBRUARY 9, 2017

In this conversation we’ll talk about…

• Who is Informing Change and why are we with you today?
• Why create a Theory of Change (ToC) for Mental Health?
• What is a ToC?
• What are the components of the Mental Health ToC?
• How can your organization use the Mental Health ToC to move your

work forward?

• Questions & Reflections

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Who we are…

Our mission is to help organizations improve their effectiveness, build a culture of learning and continuous improvement, and maximize impact, through:

• Strategy development
• Applied research
• Evaluation
• Building data capacity

Experience in fields that focus on improving the lives and work of individuals, organizations, communities and societies

• Health
• Education
• Youth Engagement
• Leadership
• Philanthropy

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Purpose of Creating a ToC

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Integrates intention, evaluation, learning and outcome measurement

• For grantees – explains how

their work supports the foundation’s ToC

• For the foundation – provides

a framework to assess the extent to which they moving the needle toward their intended outcomes

• Logic models graphically

illustrate program components and helps stakeholders clearly identify outcomes, inputs and activities

• Theories of Change link
• utcomes and activities to

explain HOW and WHY the desired change is expected to come about

Theory of Change vs Logic Model

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• Logic Models require identifying

program components, so you can see if outcomes are in sync with inputs and activities;

• Theories of Change are a causal

model that start with a goal; they also require justifications; at each juncture you have to articulate the hypothesis about WHY something will cause something else

Theory of Change vs Logic Model

Process for Creating the ToC

Work with internal and external stakeholders

• Discuss individual elements of

the ToC

• Map elements to each other to

ensure internal integrity

• Receive feedback and use

iteration

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Theory of Change (ToC) Components

Barr rrie iers rs Part rtne ners rs Guid idin ing g Prin inci ciple ple s Shor

• rt-

term rm Outc tcom

• mes

es Long ng- term rm Outc tcom

• mes

es Purpose Ultimate Impact Stra rate tegie gie s

Purpose Statement

To improve the availability and quality of mental / behavioral health services.

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DEFINITION:

• A single statement of the organization’s overall purpose
• For organizations, the purpose is often the same or very similar to the

mission of an organization—depending on how fresh or useful the mission statement is

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DEFINITION:

• In the long term, how will the world look when the organization has achieved

is purpose?

• Aspirational; often similar to an organization's vision statement
• The organization makes a contribution to the overall ultimate impact, which

takes into consideration what others are doing

Mental / behavioral health supports will enable people to improve their state of well-being and live healthy and resilient lives in the community.

Ultimate Impact Statement

DEFINITION: The values that undergird the organization’s work and the rationale for an

• rganization’s approach to its work
• Understanding the conditions and adverse experiences a person has gone through

can help guide treatment and care

• Services need to be culturally responsive and equitable
• The continuum of services includes being responsive to prevention, treatment and

recovery over the lifespan

• Effective systems of care integrate mental / behavioral health with medical care
• Stable, healthy organizations provide better care and services

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Guiding Principles

DEFINITION:

• Who does the organization intend to affect with its strategies?
• Constituencies can include individuals, organizations, networks, a field or sector; they

can include a geographic description

• As needed, constituencies may be prioritized (e.g., primary, secondary, tertiary)

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Partners

• All uninsured, underserved and vulnerable populations in our service area
• Community mental health centers, community-based organizations and public systems

• Individuals lack adequate access to and coverage for services
• Services are difficult to navigate and often fragmented
• Consumers can have complex clinical and practical needs
• The current financial environment does not match funding needs of systems and providers
• Perpetual workforce gaps impede service stability
• Stigma associated with mental illness

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Barriers

DEFINITION: The specific conditions that the organization hopes to change through its programs or services.

Improve Capacity

• Advance strategies that deepen workforce and leadership capacity

– e.g. Targeted recruitment, advance credentialing and training

• Fund core operating support that leads to organizational improvement, builds infrastructure
• r promotes sustainability

– e.g. “Keep the lights on”, pay for IT, consultants, staffing

• Develop strategic and accountable partnerships that lead to enhanced continuum of care

– e.g. Memorandums of Agreement, co-location/ integration, shared back office support

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DEFINITION:

• A plan of action to produce a desired goal
• Strategies should not be confused with tactics, which are the specific activities to

pursue to implement an overall strategy

• A strategy should remain consistent over a period of time, whereas the tactics used to

achieve that strategy may shift over time

Strategies

Improve Access

• Promote policies, practices and technology that increase coverage, affordability and availability of

services – e.g. Policies within an organization and also in the broader political landscape; or advancing the use of health information technology

• Support place-based services and strategies

– e.g. MH services at schools, community centers, jails, churches etc.

• Encourage coordinated care and linkages among multiple agencies and partners

– e.g. An agency that provides MH services also provides other services such as supportive housing, employment counseling etc.

• Support outreach strategies to inform and engage target populations

– e.g. Everything from collecting informed consent for services to creative solutions to reduce stigma, engage youth, suicide prevention etc.

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DEFINITION:

• A plan of action to produce a desired goal

Strategies

Improve Quality Practice

• Encourage the use of emerging or best practices that are evidence based

– e.g. Using an established practice on SAMHSA or other resource websites, but if no EBP exists, using a promising practice

• Support services that are family focused, person-centered, culturally responsive and trauma

informed – e.g. Meeting people where they are with regard to services

• Support the integration of services into primary care settings

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Strategies

DEFINITION:

• A plan of action to produce a desired goal

Improve Capacity

• Increased retention of quality staff and leadership
• Improved organizational structures that promote sustainable high quality

service

• Enhanced partnerships that improve efficiency and sustainability

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DEFINITION:

• A measureable result or change an organization would like to see take place
• ver time; stems directly from what the strategies are designed to

accomplish

• Different from outputs, which are quantifiable activities, services or events

that reach target constituencies and are often identified as milestones or benchmarks

Short-term Outcomes (1–3 years)

Improve Access

• More affordable, available and convenient preventative and treatment

services

• Consumers successfully navigate through service delivery systems
• Improved individual and community engagement in mental / behavioral

health wellness

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DEFINITION:

• A measureable result or change an organization would like to see take place
• ver time; stems directly from what the strategies are designed to

accomplish

Short-term Outcomes (1–3 years)

Improve Quality Practice

• Improved mental / behavioral health outcomes for consumers
• Improved use of evidence based practices in service delivery
• Consumer satisfaction with service delivery
• Greater integration of services

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Short-term Outcomes (1–3 years)

DEFINITION:

• A measureable result or change an organization would like to see take place
• ver time; stems directly from what the strategies are designed to

accomplish

Better Care

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Long-term Outcomes (3–5 years)

Better Health DEFINITION:

• A measureable result or change an organization would like to see take place
• ver time; stems directly from what the strategies are designed to

accomplish

Key Takeaways

Understand the intersection between:

• Your strategies and outcomes and those of HCF
• The Mental Health ToC and RFP

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Key Takeaway Discussion

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• What did you learn today that has value for you?
• What lingering questions do you still have?

Thank You

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