About

Support Programs for Sector Objectives

Christine McCluskey, Executive Director

Sustain Implementation Organization,
Staffing and Project Management

Accomplished: The Partnership office was established at the VNA Care Network’s Worcester office April, 2002. Office space and services are donated by VNA. Governance has been provided by the Steering Committee, which became the Board of Directors when the Partnership was incorporated as a non-profit in September 2004. The executive director is responsible for fiscal affairs, tracks progress on the projects outlined in this summary, supports several health care system initiatives, and provides liaison with EOL programs in Massachusetts and other locations. Other tasks include the support projects summarized below.

Work groups of volunteers are the primary means of implementation; there are now ten work groups implementing 30 projects.  Limited support for implementation is provided by a full-time executive director plus a part-time administrative assistant.

Establish Benchmarks and Indicators

Accomplished: To illustrate the need for change, establish a baseline, set goals, and judge and report progress, an array of outcome and process indicators have been selected. These include pain management, hospice utilization, location of death, patient/provider relations and awareness and use of advance care planning.  Sources of information will include available data, records review, community surveys and interviews with patients and bereaved families. The Worcester City Clerk’s office has reviewed the 3,223 death records for year 2001 and tabulated location of death and other data of interest. In 2003 a local consulting firm conducted a telephone survey of Worcester and its contiguous towns. The survey provides reactions to yes-no questions on talking about one’s own death, discussion and documentation of treatment wishes, completion of a health care proxy, awareness of hospice services and preferences re location of death.

Planned: The Partnership has participated with the Massachusetts End of Life Commission in a statewide survey to further refine our understanding of attitudes and knowledge about end of life issues. Changes within the health care system will be assessed through an outcomes project, currently under development, initiated by the Health Care Work Group. A second review of death certificates will be planned in the future to evaluate change over time, as well as a second phone survey.

Develop Business Plan and Budget;
Manage to Budget

Accomplished: Before the grant-funded planning and program development process was completed In June 2003, the Partnership prepared a three-year implementation plan and budget of $396,000, based on the array of projects and the staffing described above, not including the VNA Care Network’s donation of office space and services and other in-kind donations.  In determining staffing requirements, it is assumed that the several work groups will accept responsibility for carrying out projects, not just advising others. We anticipate that most of what must be accomplished will be picked up by cooperating organizations. The Partnership budget covers staff, publications, publicity and other expenses.  The board has approved a budget for year three, July 2005 to June 2006 and appropriate controls are in place.

Planned: It is not entirely clear what will be required after the three-year implementation. Our goal is that much of the “systemic change” objective will have been achieved, and that what remains to be done will be accomplished by key players in the health care system. The board, which now includes representatives of each of the six major health care organizations, has requested a budget proposal that would maintain the present staff.

Raise Needed Funds

Accomplished: The work of the Partnership in 2002 and early 2003 has was made possible by the generosity of the Fairlawn Foundation, Stoddard Charitable Trust, The Health Foundation of Central Massachusetts, in-kind support and the work of many volunteers. Fundraising for implementation is nearly complete. The Partnership now has payments or pledges from The Health Foundation of Central Massachusetts, Greater Worcester Community Foundation, Hoche-Scofield Foundation, Stoddard Charitable Trust, Roman Catholic Diocese of Worcester, Alden Trust, Daniels Foundation, Fletcher Foundation, Ellsworth Foundation and Fairlawn Foundation. Significant individual donations have also been received.  Local support has been supplemented by an award and special project support via Rallying Points certificates and other RWJF Last Acts programs.

Planned: Funds for future special projects will be raised on an individual basis. To complete the funding for July 05 to June 06, major employers’ organizations will be approached. It is expected that funding for continuing operations beyond the July 2003 through June 2006 implementation period will be provided by health care organizations.

Community Outreach;
Marketing Communications

Accomplished: Through a contract with Davis Advertising, a comprehensive Better Ending marketing plan has been developed to reach Central Massachusetts residents. Implementation is underway. Components include radio public service announcements, radio appearances, speaking engagements with community organizations, clubs and professional associations, press releases, feature articles and website enhancements perhaps including a newsletter section. As noted previously, public access cable stations are being urged to run the 30-minute Better Ending program.

Planned: Continue through June 06 with additional funding if available.  Consultation with members of the General Outreach Work Group will continue.  We welcome suggestions from CAC members, board members, workgroup chairs and others.