Abstract：
OBJECTIVE: State Title V programs collaborate with diverse partners to improve maternal and child health. Since 2014, the National Maternal and Child Health Workforce Development Center has trained Title V leaders in facilitating system change. This article describes aspects of initial collaborative readiness differentiating state and jurisdiction teams that later reported meeting their goals to greater or lesser degrees.
METHODS: We used quantitative data from initial team leader reports to characterize readiness to collaborate with external partners, and their responses twelve months later to a prompt about how fully they had accomplished their goals. In addition, we coded excerpts from team leader accounts six and twelve months into their work with the Center, and retrospective coach perspectives, to identify collaborative readiness patterns.
RESULTS: Teams whose leaders reported higher goal accomplishment twelve months after beginning work with the Center had initially reported higher levels of collaboration with key partners. Our analyses suggest that such teams were also better able to use their cohort experience with the Center to improve collaboration, including information sharing with external stakeholders. Challenges working with Medicaid were reported both by teams with more and less goal accomplishment.
CONCLUSIONS: Title V teams with lower levels of initial collaborative readiness may benefit from additional support in skill development, connections to key partners, and convening power. Given the crucial and increasing role of Medicaid in maternal and child health systems, more attention may be warranted to supporting all Title V programs in partnering with this funder.
METHODS: We used quantitative data from initial team leader reports to characterize readiness to collaborate with external partners, and their responses twelve months later to a prompt about how fully they had accomplished their goals. In addition, we coded excerpts from team leader accounts six and twelve months into their work with the Center, and retrospective coach perspectives, to identify collaborative readiness patterns.
RESULTS: Teams whose leaders reported higher goal accomplishment twelve months after beginning work with the Center had initially reported higher levels of collaboration with key partners. Our analyses suggest that such teams were also better able to use their cohort experience with the Center to improve collaboration, including information sharing with external stakeholders. Challenges working with Medicaid were reported both by teams with more and less goal accomplishment.
CONCLUSIONS: Title V teams with lower levels of initial collaborative readiness may benefit from additional support in skill development, connections to key partners, and convening power. Given the crucial and increasing role of Medicaid in maternal and child health systems, more attention may be warranted to supporting all Title V programs in partnering with this funder.
摘要：
目标：州标题V计划与不同的合作伙伴合作，以改善母婴健康。自2014年以来，国家妇幼保健劳动力发展中心对标题V领导人进行了培训，以促进系统变革。本文介绍了初始协作准备区分州和辖区团队的各个方面，这些团队后来或多或少地报告了他们的目标。
方法：我们使用来自初始团队领导报告的定量数据来描述与外部合作伙伴合作的准备情况，12个月后，他们对他们完成目标的程度做出了回应。此外,我们编码了团队领导在中心工作6个月和12个月的摘录，和回顾性教练的观点，识别协作准备模式。
结果：团队的领导者在开始与中心合作12个月后报告了更高的目标成就，最初报告了与关键合作伙伴的更高水平的合作。我们的分析表明，这些团队也能够更好地利用他们与中心的队列经验来改善协作，包括与外部利益相关者的信息共享。目标成就越来越少的团队都报告了与Medicaid合作的挑战。
结论：初始协作准备程度较低的标题V团队可能会受益于技能开发方面的额外支持，与关键合作伙伴的联系，和召集力。鉴于医疗补助在妇幼保健系统中至关重要且日益重要的作用，可能需要更多的关注来支持所有与这位资助者合作的TitleV计划。
方法：我们使用来自初始团队领导报告的定量数据来描述与外部合作伙伴合作的准备情况，12个月后，他们对他们完成目标的程度做出了回应。此外,我们编码了团队领导在中心工作6个月和12个月的摘录，和回顾性教练的观点，识别协作准备模式。
结果：团队的领导者在开始与中心合作12个月后报告了更高的目标成就，最初报告了与关键合作伙伴的更高水平的合作。我们的分析表明，这些团队也能够更好地利用他们与中心的队列经验来改善协作，包括与外部利益相关者的信息共享。目标成就越来越少的团队都报告了与Medicaid合作的挑战。
结论：初始协作准备程度较低的标题V团队可能会受益于技能开发方面的额外支持，与关键合作伙伴的联系，和召集力。鉴于医疗补助在妇幼保健系统中至关重要且日益重要的作用，可能需要更多的关注来支持所有与这位资助者合作的TitleV计划。
