2013 Projects

The Fellows Innovation Teams served as innovation consultants for one of three local public health organizations (see below). The Fellows were assigned to multi-disciplinary teams to work collaboratively on a 14-month project that would allow them to “stretch” out of prior areas, interests and expertise.  Working closely with a Sponsor and staff from their organization, the Fellows Innovation Teams focused on a problem facing the organization and a relevant innovation that had captured the imagination of the Sponsor.

Over the course of three semesters, each Team: conducted research, including literature reviews, interviews and participant observations; and developed timely and useful deliverables including reports, tool kits, logic models and presentations. This work impacted the evolution of the Sponsor’s understanding of the Innovation and their implementation of it. During this time, the Fellows participated in coaching sessions with innovation expert Kim Barnes, learned how to use communication tools like Digital Storytelling and Prezi, and received regular support from Innovation Project Advisors Jeff Oxendine, Associate Dean for Public Health Practice, and Jen Loy, Innovation Project Manager.

On April 19, 2013 each Fellows Innovation Team presented the results of their project — highlighting process and product — to Innovation Project Sponsors, staff and community, the Center for Health Leadership funder and President, Eustace-Kwan Family Foundation, School of Public Health faculty and staff, and family and friends.

 

Learn more about the 2013 Fellows Innovation Projects:

Mandela MarketPlace
Oakland, CA

 

 

 

 

 

The Original Question: How can Mandela MarketPlace best develop a successful and sustainable business incubator model?
The Current Question: How can Mandela MarketPlace best present their philosophy and work in community economic development?

Sponsors
Dana Harvey, Executive Director
Judy Schlussel, Senior Manager, Operations and Business Development
Mandela MarketPlace

Fellows Innovation Team Members
Michelle Beam, MPH (IDV)
Johnna Flood, MPH (HSB)
Ryan Gamba, MPH (MCH)
Elizabeth Taing, MPH (HSB), MSW (MCH)

Innovation Project Description

Mandela MarketPlace is a West Oakland community-based organization that is merging business and public health strategies in order to improve both sustainable and healthy food access as well as the economy of its community. Their ultimate goal is to be a sustainable, replicable small-business incubator. To help Mandela MarketPlace reach their goal, the Fellows Innovation Team helped identify strong linkages between the improvement of public health and economics, and to demonstrate that improving economic wellbeing does in fact improve one's health. While these correlations draw on rooted public-health principles, there are few agencies demonstrating the public health-economics link through their work. The Innovation Team reviewed the existing literature on these topics as well as literature on small-business incubation, and has interviewed experts on the public health and economics topic. By engaging in this material, the Innovation Team  worked with Mandela MarketPlace to create materials that help them better define and talk about themselves both internally and externally, which will help the organization acquire funding and build collaborations to sustain their innovative community-based strategies.

 

The City of Richmond, Health in All Policies

 

 

 

 

 

 

Semester 1 Questions: How can the City of Richmond advance health equity for children and families through the development of a Health in All Policies (HiAP) strategy? What does Health in All Policies look like for the City of Richmond, and how should they consider implementing it based on what other localities (i.e., countries, cities, counties) have done?

Semester 2 Questions: What are Richmond residents input/feedback regarding the HiAP ordinance?How can the City best engage community members around HiAP efforts? What does the community already know about HiAP?

Semester 3 Questions: How can the City of Richmond convey the City’s unique development of Health in All Policies in a digestable way to City staff, community members and other localities/entities interested in implementing HiAP?

Sponsors
Shasa Curl and Gabino Arredondo, City Manager’s Office
City of Richmond

Fellows Innovation Team Members
Jazmine Delgadillo, MPH (HSB)
Erica Jimenez, MPH (HSB), MSW (CFS)
Meredith Lee, MPH (EHS)
Juliana Oronos, MPH (HPM)
Kelsie Scruggs, MPH (EHS)

Innovation Project Description

The City Manager’s office in Richmond is developing a Health in all Policies (HiAP) strategy with the aim of improving health equity in the City. Compared to the rest of Contra Costa County, Richmond has high rates of health disparities and as result, residents experience drastic health inequities. The concept of HiAP is based the on fact that sectors outside of health services have a fundamental impact on people’s health.To help the City reach its goal, the Fellows Innovation Team created a Richmond HiAP Tool-kit. This will serve as a platform for sharing the City’s story, and explains what Richmond is doing and how they are doing it. It documents Richmond’s process in a user-friendly and practical presentation, with a video story serving as a visual component to the written document. The HiAP Tool-kit will serve as a resource for community members, professionals in the field, partners in the City, as well as City staff. Components of the HiAP Tool-kit include: origination of HiAP in Richmond, the Community Health and Wellness Element, and Healthy Richmond work with The California Endowment. Aspects of the City’s process are interwoven throughout the story, and their commitment to working with community groups is highlighted. This Tool-kit component of the HiAP strategy will build from the community group work that the Fellows Innovation team has contributed to.

 

San Francisco General Hospital, San Francisco

 

 

 

 

 

 

The Original Question: How can specialty clinics quickly gather meaningful patient experience data and use it to drive change?
The Current Question: How can a low-tech patient experience monitor be implemented in a public hospital clinic and how can it impact change?

Sponsors
Alice Chen, MD, MPH, Chief Integration Officer
Kathryn Horner, MS, Administrative Director for Ambulatory Care 
San Francisco General Hospital

Fellows Innovation Team Members
Richard Lechtenberg, MPH (Epi/Biostats)
Jennifer Martinez, MPH (IDV)
Francesca Osuna, MPH (HSB), MSW (C&F)
Delilah Sundown, MPH (HPM)

Innovation Project Description
San Francisco General Hospital is one of the only trauma centers in the area, and acts as a safety net hospital for low-income and uninsured patients. As SFGH prepares for the implementation of the Affordable Care Act, it is undergoing hospital-wide changes to improve the experience of its patients. Although it already has patient experience survey data in some departments, the goal of this Innovation Project was to create a simple and easy way to capture patient experience data without having to wait months for survey results. This team focused on two products to meet this goal: 1) a poster for use in ambulatory clinics that asks patients to answer the question “Based on your time in our clinic today, would you recommend SFGH to a friend?” – patients vote “yes” or “no” with a poker chip, and 2) a time-study of the Neurology department to pinpoint the potential causes of recent increase in wait time. Based on our preliminary evaluation, the poster has helped improve patient experience in several clinics by highlighting staff interest in their experience. Future versions of the poster will be used to identify specific areas for improvement within a clinic. The time-study served as a jumping off point for restructuring the appointment system to accommodate the differing amounts of time that each provider type needs.