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what's the current working definition of Project, if it is not a grouping of strategies?

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when it comes to things that have been universally accepted or decided, it seems like that list might be pretty short. I've been thinking about each phase as providing recommendations, not making decisions. No one has used the term requirements yet, but at some point this all has to come together. What is the SHIP 6 decision making process? each phase has produced a product, but what is the relationship between the products and how would differing perspectives be prioritized? Is consensus still the goal?

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Can someone succinctly describe the number of touchpoints and hours each of us (individual content) would have with LPH and in what manner (i.e. content calls, trainings, regional gathering, etc.?)

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Would it possible to create a best-case ratio of staffing to services provided by staff to make sure we have enough support to do all the things? For example, what is a reasonable number of LPH contacts for one of us to have for our area? 75? 100? What is a reasonable number of projects to review by individual staff? up to 200? and how would these figures correlate to dedicated FTE since most of us are not full time SHIP. To use myself as an example, I'm .55 FTE. Among the 41 grantees, I have 75 health care contacts. In the last review cycle, I reviewed/commented on 159 Hub projects. So, for a full FTE, that ratio would be 1 staff : 150 LPH contacts : 300+ workplans. If this isn't correct, what would be the best ratio of time to accountabilities?

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can we start by defining what is and isn't considered TA and Training work? Does it include monitoring?

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I think most of us are pretty confident in the way we provide technical assistance and I like to think that we're responsive to feedback we receive from LPH. I don't have any problems with shared Principles of TA, but I'm wondering who is looking at the big picture - the collective TA we all provide, as one deliverable? Who owns that? If TA & Training strategy sits within the CI Unit, what are the CI Unit contributions to what each of us are doing - to keep us true to the principles? We need to operationalize CI-TC-CT internal collaboration and support. This is more complex than just adjusting Phase 3 goals to integrate general TA principles of practice.

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I'm kind of hinging a lot of my planning on the SOAP process and assuming all of LPH SHIP will be doing some pretty in depth assessment work at the front end of SHIP 6 - but I'm not actually totally sure how that will all work.

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Are we going to have max limits on strategies to help with the overwhelming workload that everyone keeps on talking about?

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What is the difference between collecting information to inform technical assistance and information to monitor progress on strategies?

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If things were not talked about with LPH in a specific phase, can we still change them now? If so, where do we document that change and who do we share it with?

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I am unclear how the 1 and 5 years goals that we talked about in the spring will be used and connected to the projects. If not projects, how will we know our progress on them? Will LPH goals need to be connected to OSHII SHIP 1 and 5 year goals? What is this review process like? Who will do this?

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What is happening with the bimonthly calls? Are those going to happen? What are the markers that they are working well to continue them, or the alter them?

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I get frustrated when leadership doesn't have the most up-to-date information on parts of SHIP 6. I guess that goes back to having one document with all the decisions made so far.

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Is there a final document with decisions made that everyone agrees on and can use?

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In Phase 1 it was decided that "any work on SDOH must tie to the original set of core strategies". Can it be clarified how the SDOH will be used for TA, monitoring, and/or communication of SHIP work?

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Is this still something that is going to happen? Timeline?

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I am aware of conversations at MDH about adopting RBA. We have also had some conversations when we were talking about strategy guides about RBA. Where does the RBA framework stand now? Is this a lens that we will use to understand how strategies are implemented? Is this a lens that we will use to communicate? Or are we not going to directly use the RBA as an organizing framework at this time?

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Can someone explain how the purpose of the strategy guide and how it fits in with both evaluation and TA?

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When and how are SHIP 6 requirements being determined?

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There seems to be many interpretations of decisions and definitions.

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People are getting their information from different files, I feel like we are in a version control spiral.

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Originally it was in the timeline that the LT was going to make a lot of decisions in November and it now feels those decisions are being put back on OSHII staff. I understand timelines change and there are many decisions to be made in a good manner. That is how Phase2-4 was approached and now it feels there isn't anyone to make a final decision.

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How does health equity get addressed from the SOAP through the evaluation phases if SHIP 6. How will that be monitored/tracked?

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Will there be an updated overall theory of change that includes how all of the strategies fit into our overall goals?

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Are we just re-writing the guides in SHIP 6? Using the feedback from Phase 4? What else are we needing to accomplish?

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Retrofitting Earlier Phases with Changes

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Retrofitting Earlier Phases with Changes

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Several changes and decisions were made after Phase 3, where LPH had an opportunity to vote and approve changes. Will there be an opportunity to go back and adjust/improve things that weren't determine till later?

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I need a reminder about strategy guides, are they going into the implementation guide?

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Who is proof reading the materials for SHIP 6? Not everyone's skill--- but for those that want to do it-- is there a sign-up place?

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The position planned is on hold with the restructure correct? Who is then officially the "owner" of SHIP 6 planning - making sure all deliverables are going to made on time?

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I am wondering if we need to consider all the changes that have been made so far and determine what level of TA/access to OSHII that our LPH SHIP can expect. I fear we have created a SHIP 6 that has more in it than before, and our TA ability will be shrinking. Can we spend time "right sizing" the work, deliverables and expectations?

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how are the settings going to work with engagement and equity?

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How are we making sure that Health Equity is incorporated throughout all settings/context areas?

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Will there be more exploration/training with teams to better understand it, and to provide AMPLE TIME for teams to determine what data they can and would like to collect?

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I am getting nervous about how big SHIP 6 is getting knowing that the we may have fewer staff time in OSHII and LPH to do the work.

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How many total strategies do we have for SHIP 6 now?

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Where are we at with the community engagement alternative to CLTs? Who is working on that and is any more support needed to help solidify that? I think the decision of community engagement as a project by itself is hinging on those decisions.

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Who reviews/approves SHIP applications?

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How is the current political climate and potential for changing in funding, being considered as we think about requirements? Thinking that PH work may be more difficult and there will be less funding, so what can we do to support LPH and not increase their stress?

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Will there be any flexible funding related to impact of weather disasters? For example, if there is flooding in an area that impacts farms, which impact strategies relying on those farmers for produce, will SHIP be able to provide funding to rebuild? Can SHIP funding support disaster & emergency planning, related to infrastructure for food systems?