The Heart of New Ulm NLAPH CULMINATING ACTIVITY 2015

Transcription

1 The Heart of New Ulm NLAPH CULMINATING ACTIVITY 2015

2 The Heart of New Ulm (HONU) Project HONU is a 10 year demonstration research project managed by the Minneapolis Heart Institute Foundation that the HONU Leadership Team is transitioning to a community owned project that will be sustained beyond 2018

3 Vision, Mission Statement Support a Culture of Wellness The Heart of New Ulm (HONU) aims to improve the health, wellbeing and quality of life of all New Ulm area residents through education, available resources, initiatives and partnerships that empower people of all ages to take responsibility for their own health in a supportive environment and Focus Areas

4 Background NLAPH Team Members Team members represent four sectors in New Ulm that are key to sustaining the Heart of New Ulm Project. These four are part of a larger 12 member HONU leadership team. Karen Moritz, Brown County Public Health Director Audra Shaneman, President & CEO at New Ulm Area Chamber of Commerce Cindy Winters, Heart of New Ulm Project Manager Jen Maurer, Community Engagement Coordinator at New Ulm Medical Center

5 Background Population Focus Hearts Beat Back: The Heart of New Ulm Project (HONU) set out in 2009 with the bold goal of reducing heart attacks in an entire community New Ulm: a community of 13,522 73% of the community is either overweight or obese Obesity rate has remained stable since the project started the most German City in the US a city known for its festivals home to the second oldest family brewery in the US

6 Leadership Team Leadership Goals Strengthen skills for leading during times of transition and change Building trust through clear communication Demonstrate abilities to engage a broad group of stakeholders to support the project Develop skills to influence other leaders to implement systems, policy and environmental change

7 Leadership Achievements Engaged 12 highly qualified individuals to fill the leadership team representing a variety community sectors and leadership roles Facilitated leadership team in creating the vision statement, mission, organizational structure and strategic plan

8 Leadership Achievements Conducted a Heart of New Ulm Moving Forward event that brought in additional key decision makers (i.e. county commissioners, state legislators, city council, business and community organizers) to identify successes, gaps and determine the future of the project Heart of New Ulm Moving Forward event created renewed enthusiasm and wide spread support for sustaining the project long term

9 Leadership Achievements Analyzed data and applied it toward future strategies with larger stakeholder group Created a visual report of meeting results to be used in recruiting sustainable in-kind and financial partnerships

10 Growth: Leadership Individual Leadership Growth/Challenges Learned each other's language Learned about each other s strengths so we could leverage the strengths to build synergy within the team and community Built trust within the leadership team Challenges: Discovered unanticipated turf issues Broader stakeholders lack of understanding for the need to go through a process for transition Balancing this work with our professional and personal commitments. Different agendas and expectations

11 Applied Health Leadership Project Big Picture Changes Expanded stakeholder group to include: -schools, both public and private -community residents Action plan was adjusted to include collective language and actions to build trust and foster engagement Clarified the leadership learning objectives over the course of the year Changed our project proposed on our application to take a systems approach in identifying how to shift a research project to a sustained community owned project to emphasis a culture of wellness

12 Applied Health Leadership Project The Big Picture: Outcomes and indicators have remained the same.

13 Applied Health Leadership Project Project Outcomes Leadership Structure Formalized -HONU Leadership Team established and positions filled -Operational procedures documented -Partnerships developed -2 action teams functioning Long term strategic plan developed -Top 3 priorities established -Goals and objectives documented In the design phase of determining a permanent home for HONU: -Models for sustainability have been researched -Model specific for HONU Project to be determined -Secure funding to be determined depending on model chosen

14 Applied Health Leadership Project Leadership Element Our Coach, Cathy Slemp, helped us to see the big picture and think on a broader scale NLAPH Retreat, helped us gain trust among our group and gave us the time needed to focus on the project More integration between the founding research project team and the newly developed local leadership team has occurred Commitment to Collective Impact approach has been adopted

15 The Future Project Continue to identify financial and organizational structure for HONU Leadership Team Additional action teams will be implemented to expand community engagement Strategic plan will be further refined and implemented A replication model will be identified and implemented Team Continue to identify and expand partnerships Continue to meet regularly to strategize next steps Continue to identify training needs of team and community Individuals Continue to develop partnership skills Get our Meyers Briggs team tattoos Facilitate leadership skills in peers or mentoring opportunities

16 THANK YOU