Developing capacity for learning community systems: Experiences from the 100 Million Healthier Lives SCALE Initiative

Tara Carr; Margaret Holly; Kristin Reed; Rumana Rabbani; Caroline Chandler; Brittany Cook; Paul Howard; Marianne McPherson; Becky Henry; Rohit Ramaswamy

doi:10.1002/lrh2.10296

Developing capacity for learning community systems: Experiences from the 100 Million Healthier Lives SCALE Initiative

Learn Health Syst. 2021 Nov 17;6(3):e10296. doi: 10.1002/lrh2.10296. eCollection 2022 Jul.

Authors

Affiliations

¹ University of North Carolina at Chapel Hill Chapel Hill North Carolina USA.
² Wandersman Center Columbia South Carolina USA.
³ Institute for Healthcare Improvement Boston Massachusetts USA.
⁴ Pueblo Department of Public Health and Environment Pueblo Colorado USA.

Abstract

Introduction: This paper explores the capabilities that contribute to community transformation and the common pathways followed by communities in the 100 Million Healthier Lives SCALE (Spreading Community Accelerators through Learning and Evaluation) initiative in their transformation journeys towards a "Culture of Health".

Methods: Funded by the Robert Wood Johnson Foundation (RWJF), from 2016 to 2020, between 18 to 24 community coalitions nationwide participated in SCALE, the goal of which was to co-design, implement, test, and scale up a model called the Community of Solutions (COS) Framework, that built community capacity around a set of skills and behaviors to advance culture change and create sustainable improvement in health, well-being, and equity. We adapted and applied two qualitative research techniques, meta-ethnography and participatory action synthesis, to evaluate SCALE initiative data.

Results: Eight concepts emerged that represent the knowledge, capabilities and practices commonly acquired and utilized across the communities. Overall, these concepts emphasize individual and team leadership, quality improvement skills, an intentional focus on equity, and partnerships for spread and sustainment. Concepts were linked into lines of arguments which were unique storylines explaining the transformation pathways. Three stories of the transformation process emerged from the data. Causal Loop Diagrams (CLDs) were created to represent non-linear system relationships and visually capture some of the most important dynamics of the process of transformation. Even with vast heterogeneity among the SCALE communities and the diversity of activities that the communities undertook, our analysis showed there were a few basic principles that undergirded the process of building capability for transformation.

Conclusions: The knowledge from our findings should be useful to expand further research and practice in community learning systems.

Keywords: causal loop diagrams; community transformation; experience; meta‐ethnography; participatory action synthesis.