Northwest Center for Public Health Practice Preparing for the Future: Public Health Leadership & Management Preparedness Series The Future of Leadership.

Slides:



Advertisements
Similar presentations
A Presentation to the Cabinet A Presentation to Stakeholders
Advertisements

DoD Logistics Human Capital Strategy (HCS) Executive Overview 1 October 2008.
Leader - version.2.0 Building Organizations from the Inside Diana Jones Ritter, CGFM Executive Deputy Comptroller NYS Office of the State Comptroller.
Quality Assurance Review Team Oral Exit Report District Accreditation Forsyth County Schools February 15, 2012.
LBSS Faculty of Law Business and Social Sciences Law Accountancy Business and Management Central and East European Studies Economics Economic and Social.
Engineering Leadership
Building a Strategic Management System Office for Student Affairs, Twin Cities Campus Ground Level Work Metrics Initiatives Managing Change Change Management.
Developing Our Leaders – Creating a Foundation for Success
STAFF DEVELOPMENT FOCUSING ON TEAM BUILDING & CONFLICT MANAGEMENT Teresa E. Simpson EDLD: 5345 Human Resource Development – Fall 2008.
Arts in Basic Curriculum 20-Year Anniversary Evaluation the Improve Group.
Competency Management Defining McGill’s Competency Directory MANAGEMENT FORUM JUNE 7, 2005.
Introduction to CCC Coaching Programs. PURPOSE OF COACHING Preparing for a stretch assignment or role Transitioning into a new executive team or organization.
Managerial Mediation: A Core management competency The Manager-as-Mediator Seminar ™ Presented by Ray Rusin.
A Commitment to Excellence: SUNY Cortland Update on Strategic Planning.
FAMU ASSESSMENT PLAN PhD Degree Program in Entomology Dr. Lambert Kanga / CESTA.
Milo Bail Student Center A Report from Service Learning Academy May 10, 2004 UNO Strategic Planning.
1 The Duke Global Health Institute’s Health Systems Strengthening Areas of Expertise Caroline Hope Griffith Associate in Research Aisha Jafri Associate.
PHAB's Approach to Internal and External Evaluation Jessica Kronstadt | Director of Research and Evaluation | November 18, 2014 APHA 2014 Annual Meeting.
System Office Performance Management
Accreditation Engaging in Continuous Improvement.
National Public Health Performance Standards Local Assessment Instrument Essential Service:8 Assure a Competent Public Health and Personal Healthcare Workforce.
Planning for Sustainability: Framework and Process LifeSkills Training Webinar Series October 27, 2010.
Sustaining Local Public Health and Built Environment Programs Fit Nation NYC November 3, 2011 Annaliese Calhoun.
CONNECTICUT ACCOUNTABILTY FOR LEARNING INITIATIVE Executive Coaching.
Capable leadership is vital for meeting the challenges faced by aged care provider organisations and for the continued sustainability of the industry.
Milwaukee Partnership Academy An Urban P-16 Council for Quality Teaching and Learning.
Unit 9. Human resource development for TB infection control TB Infection Control Training for Managers at National and Subnational Level.
OPM’s Classification Recommendation for Performance Analyst Work April Davis Manager, Classification and Assessment Policy Office of Personnel Management.
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
1 Senior Executive Service CIVILIAN PERSONNEL OFFICE I n t e g r i t y - S e r v i c e - E x c e l l e n c e TEAM TINKER Lillie Waters, 72 MSG/DPCST Developed.
Meeting SB 290 District Evaluation Requirements
Grantwriting. Types of Grants Foundation Grants HancockREADS Grants Hancock Education Fund Grants.
1 Workforce Development: The Role of a Board of Health National Association of Local Boards of Health, 10th Annual Conference July 11, 2002 J. Fred Agel,
NASA FIRST 2011 Program Information. 2 Program Purpose To provide “individual contributors” and “influence leaders” the opportunity to develop foundational.
1 Human Performance Improvement Process INTRODUCTION Connie Johnson.
Working Definition of Program Evaluation
Using Electronic Portfolios to Assess Learning at IUPUI. Trudy Banta, et. al. Indiana University-Purdue University Indianapolis 2007.
1 HQMC CIVILIAN LEADERSHIP DEVELOPMENT PROGRAM OVERVIEW Human Resources and Organizational Management Branch February 7, 2012.
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
Basic Workshop For Reviewers NQAAC Recognize the developmental engagements Ensure that they operate smoothly and effectively” Ensure that all team members.
Strategic Academic Visioning and Empowerment (SAVE) Final Report to UWF BOT December 2011.
The DCF Leadership Plan Brief Overview. 2 Website Continuous Learning… Tracking…Reports Managing for Excellence Introducing ………… Supervising for Excellence.
Advancing Cooperative Conservation. 4C’s Team An interagency effort established in early 2003 by Department of the Interior Secretary Gale Norton Advance.
Evaluation Highlights from Pilot Phase July 2005 – June 2007 Prepared for Leadership Team Meeting January 11, 2008.
Quality Assurance Review Team Oral Exit Report District Accreditation Bibb County Schools February 5-8, 2012.
Building and Recognizing Quality School Systems DISTRICT ACCREDITATION © 2010 AdvancED.
87 th International Conference SIEC-ISBE “Education for Business Sustainability” Krakow, July 27-31, 2015 “ Best educational practices from the Arctic.
NASA FIRST 2009 Program Information. 2 Program Purpose To provide “individual contributors” and “influence leaders” the opportunity to develop foundational.
1. Administrators will gain a deeper understanding of the connection between arts, engagement, student success, and college and career readiness. 2. Administrators.
Queen’s Management & Leadership Framework
TRANSPORTATION RESEARCH BOARD WATER SCIENCE AND TECHNOLOGY BOARD TRANSPORTATION RESEARCH BOARD TRB’s Vision for Transportation Research.
The Kansas Cancer Partnership Evaluation – Fall 2009.
Improving the Health Literacy Environment of Wisconsin Hospitals – A Collaborative Model Sue Gaard, RN, MS Wisconsin Primary Care Research & Quality Improvement.
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
The Power of Parents: National Consortium on Deaf-Blindness Family Leadership Training Program It all begins today!
The Los Angeles Public Health Leadership Institute: An Intra-organizational Approach To Leadership Development APHA Session: The Challenge of Leadership.
A Successful Transition from Engineer to Manager
Program Evaluation Key Informant Interview Themes Jack Thompson, Director Northwest Center for Public Health Practice University of Washington School of.
University of Minnesota Minnesota Department of Human Services Minnesota Positive Behavior Support Initiative.
AACN – Manatt Study In February 2015, the AACN Board of Directors commissioned Manatt Health to conduct a study on how to position academic nursing to.
CHB Conference 2007 Planning for and Promoting Healthy Communities Roles and Responsibilities of Community Health Boards Presented by Carla Anglehart Director,
Program Evaluation: Results from Interviews with Healthcare Coalition Members, Governmental, and Public Health Leaders and Staff Andy Stergachis, Faculty.
Management Academy for Public Health SCHOOL OF PUBLIC HEALTH ● ● KENAN-FLAGLER BUSINESS SCHOOL The Management Academy For Public Health: Developing Entrepreneurial.
Collaborative & Interpersonal Leadership
Preparing Public Health Professionals in a Changing World
Center For Faculty Excellence: Leadership and Faculty Development
COLLEGE OF ENGINEERING GEORGIA TECH Academic Year
Myriam Hernandez Jennings
Is there another way besides accreditation?
Diversity & Inclusion at UCONN
Presentation transcript:

Northwest Center for Public Health Practice Preparing for the Future: Public Health Leadership & Management Preparedness Series The Future of Leadership Development in the Northwest Jeremy Sappington, MSPH Senior Lecturer, Health Services School of Public Health & Community Medicine University of Washington

Participation in the Northwest Public Health Leadership Institute (NWPHLI) Are you a graduate scholar of the Institute? a. Yes b. No

Participant History Did someone on your staff participate in the Institute? a. Yes b. No

The Future of NW Leadership Development The Institute of Medicine stated that characteristics required to improve public health leadership include:  Technical competence in the substance of public health issues  Managerial abilities  Communication skills  Knowledge of and skills in the public decision process, including its political dimensions  Ability to marshal constituencies for effective action The Need

Evaluation Previous studies of public health leadership institutes demonstrated marked improvement in leadership and organizational skills in participants. Steady progress has been made toward developing a cadre of new leaders since the first regional or state public health leadership institute was launched in A network of 15 regional public health institutes, including the NWPHLI, now exists to address competency-based leadership training, share best practices, and collaborate on curriculum development.

The NWPHLI has offered practice-based collaborative leadership training for government, tribal, and private sector professionals in Alaska, Washington, Oregon, Idaho, and Montana for the last four academic years. 120 public health professionals and tribal members have completed the NWPHLI, and in doing so, stretched their skills and contributed significant and practical projects to their agencies. History

Effectiveness We’ve used program participant ratings to evaluate the NWPHLI, and we’ve also interviewed key regional public health leaders. In NWPHLI cohorts two and three:  An average of 76% of 38 participants rated the Institute as “Very good” or “Excellent” at providing learning opportunities that address the specific areas of leadership the participant wanted to strengthen or gain.  Nearly half of these participants have seen their leadership responsibilities in their jobs increase since their participation in the Institute.

New Directions We queried state health directors with a history of collaboration with and confidence in the Northwest Center for Public Health Practice (NWCPHP). They reported they would prefer the NWPHLI focus more on the contribution of the leader/scholar to his or her organization rather than on individual and team learning as in previous institutes.

Six-Step Process The NWCPHP is re-organizing the NWPHLI through a six-step process: 1.Create a regional (six-state and tribal) Northwest Public Health Leadership Collaborative to guide NWCPHP staff. 2.Select learning projects and teams. 3.Set priorities for competency-based learning activities.

Six-Step Process (cont.) 4.Create competency-based curriculum. 5.Support learning project activities. 6.Complete project evaluation and future year action plan with guidance from the Collaborative.

Results of the Six-Step Process This process creates a new focus on:  creating teams from state and local public health agencies,  involving stakeholders in a regional Leadership Collaborative, and  re-focusing the NWPHLI from emphasizing individual leadership skills to improving organizations through developing leadership skills.

Following Up We will conduct follow-up telephone interviews with supervisors six months after the Institute to assess its longer-term impact on leadership practices in the agency or organization.

Collaboration Since its inception, the NWPHLI has collaborated with the National Public Health Leadership Development Network. This is a network of leadership development programs in public health, supported by the Centers for Disease Control and Prevention. The proposed NWPHLI project will support increased sharing between regional training institutes.

Partnerships The NWPHLI will also coordinate with the National Public Health Leadership Institute and the Public Health Leadership Society to encourage alumni of the NWPHLI to join and participate in sponsored, continuous learning programs and activities to enhance their personal leadership skills and their professional networks.

New Project Objectives 1.Create a regional Northwest Public Health Leadership Collaborative for the 2007–2008 NWPHLI by early fall It will be composed of state and local health departments, a tribal organization from five states, organizational members from health care associations, private sector businesses, and academic communities.

New Project Objectives (cont.) 2.Select learning projects and teams from Collaborative members by November 15, 2007, to comprise a Public Health Institute cohort of 25 to 35 scholars. 3.Set priorities for competency-based learning activities as part of the on-site week. Base on feedback from the Collaborative by September 30, Implement a competency-based curriculum by November 15, 2008.

Leadership Competency Framework Oral communication Written communication Problem solving Customer service Project management Basic competencies Partnering Interpersonal skills Self direction Continual learning Performance management Flexibility Decisiveness Technical credibility Integrity/honesty

Leadership Competency Framework (cont.) Department of Health & Human Services Leadership Competency Framework First-level competencies Leveraging diversity Resilience Conflict mgmt Team building Influencing /negotiating HR management Service motivation Accountability Basic competencies Mid-level competencies Creative thinking/innovation Financial mgmt Technology mgmt Entrepreneurship Organizational systems awareness Higher-level competencies Strategic thinking Vision External awareness Political savvy Supervisors Managers Executives First-level competencies Mid-level competencies First-level competencies

New Project Objectives (cont.) 5.Support learning project activities with Web conference calls for each team during a seven- month period from March 1, 2008 through September 30, Complete project evaluation and future action plan by September 30, The Collaborative will reconvene in September 2008 and review the seven-month evaluation reports. Staff will modify the next program based on lessons learned.

Timeline for Proposed NWPHLI Project

Proposed NWPHLI Project Finances Estimated tuition costs per scholar will be $1,800 to cover costs associated with the following activities:  Discovery learning assessment tool  Faculty  Institute staff  Institute supplies Partnering organizations will pay tuition and travel for their team. The CDC grant, if funded, will cover facilities for the on-site and Collaborative meetings and Web conferencing costs.

Summary Question One t Does this new approach respond to the leadership development needs in your agency as you understand them? a. Yes, definitely b. Somewhat, but could be improved c. Not very completely—needs a lot of work d. Not at all

Summary Question Two What is a reasonable tuition for each team for one year? a. $500/person b. $1,000/person c. $1,500/person d. $2,000/person

Summary Question Three What is the probability that your agency or organization would want to join the Collaborative and sponsor a team? a. Very high probability b. Some probability c. Low probability e. Very low probability