1. Improving the Public Health Workforce of the New Mill Department of Public Health Recommendations by the Great Harvest Public Health Workforce Development Task Force

2. New Mill DPH Vision and Mission Vision “… nation’s premier system of public health…” Mission “…systematic approaches to health promotion, safety and disease prevention... …assess and document measurable improvements… …individual achievement, organizational competence and teamwork…”

3. Recommendation One Investing in Current Workforce Need for a well-prepared workforce Need for a well-prepared workforce Core competency development in public health service: building on experience Core competency development in public health service: building on experience Cost effectiveness and return on public tax investment Cost effectiveness and return on public tax investment

4. Recommendation Two Specialized positions, including management and leadership roles may necessitate MPH trained employees: Position reclassifications

5. Multidisciplinary Approach Interdisciplinary approach enhances capacity for program and service delivery, assessment and policy development Interdisciplinary approach enhances capacity for program and service delivery, assessment and policy development Varied departmental and employee contributions to public health initiatives Varied departmental and employee contributions to public health initiatives

6. Recommendation Three Training programs should include a multidisciplinary approach to improve public health competencies across departments as well as across specific responsibility levels

7. Competencies for Assessment and Policy Development PH Competencies Defining problems Defining problems Understanding quantitative and qualitative data Understanding quantitative and qualitative data Collecting, summarizing and interpreting information Collecting, summarizing and interpreting information Effective written and verbal communication Effective written and verbal communication Advocacy skills Advocacy skills Effective presentation skills Effective presentation skills

8. Competencies for Assessment and Policy Development PH Competencies Continued Cultural competency Cultural competency Maintaining ethical standards Maintaining ethical standards Understanding/applying public health sciences to work Understanding/applying public health sciences to work Using and managing financial budgets Using and managing financial budgets Monitoring program performance Monitoring program performance Force field analysis Force field analysis

9. Competencies for Assessment and Policy Development Core Competencies Assessment Assessment Policy Development Policy Development Communication Communication Cultural Competency Cultural Competency Community Dimensions of Practice Community Dimensions of Practice Basic Public Health Sciences Basic Public Health Sciences Financial Planning and Management Financial Planning and Management Leadership and Systems Thinking Skills Leadership and Systems Thinking Skills

10. Competencies for Assessment and Policy Development Technical Competencies Maternal Child Health Maternal Child Health Mental Health Mental Health Health Education Health Education Management Management Public Health Nursing Public Health Nursing Epidemiology Epidemiology Emergency Preparedness Emergency Preparedness

11. Recommendation Four Utilize SMART goals to guide training curriculum development

12. Recommendation Five Develop an existing employee training curricula using nationally available resources and by building upon best practice models

13. Recommendation Six Once PH specific curricula is developed, modify PH training for other agency audiences

14. Partners in Public Health Proposed tiered approach to ensuring development of workforce partners in public health: Tier 1: Public Health Nurses Tier 2: Police, Fire and Rescue personnel

15. Partners in Public Health Tier 3: Physicians Tier 4: Other branches of government (social welfare, social services, mental health, education) Tier 5: NGO’s (churches, community organizations, senior citizen groups, pregnancy crisis centers, other allied health organizations) Tier 6: Public & Private Schools (K-12 & post-secondary)

16. Work with Partners to ensure training Establish Strategic Planning Advisory Council Establish Strategic Planning Advisory Council Develop comprehensive training plan Develop comprehensive training plan Identify those responsible within each agency Identify those responsible within each agency Establish plan for impact, outcome, process evaluations Establish plan for impact, outcome, process evaluations Identify clear, specific timeline Identify clear, specific timeline

17. Training Internal staff engagement Establish schedule for training Timeframe – over two year period Timeframe – over two year period Specific progress indicators identified Specific progress indicators identified

18. Training Comprehensive Delivery Plan : Assessment of current skills, knowledge and experiences of staff Assessment of current skills, knowledge and experiences of staff On-line training courses in public health On-line training courses in public health Facilitating “train-the-trainer” courses Facilitating “train-the-trainer” courses On-staff personnel to conduct trainings On-staff personnel to conduct trainings

19. Putting it Together Basic and Core Competencies Basic and Core Competencies Build skill set of entire workforce Build skill set of entire workforce Disciplines of focus Disciplines of focus Technical competencies Technical competencies Levels of Responsibility Levels of Responsibility Advanced skill in public health competencies Advanced skill in public health competencies

20. Resources Government agencies Government agencies Non-profits Non-profits Foundations (private and public) Foundations (private and public) Publications Publications Types – financial and/or training Types – financial and/or training Continuing Education Continuing Education

21. Resources and Programs to Support this Initiative North Carolina Center for Public Health Preparedness: North Carolina Center for Public Health Preparedness: http://www.sph.unc.edu/nccphp/training/training_list/ Institute for Emerging Issues Institute for Emerging Issues regional forums at different state universities regional forums at different state universities

22. Government and Non-profit Resources Centers for Disease Control and Prevention www.cdc.gov Centers for Disease Control and Prevention www.cdc.gov www.cdc.gov Council on Linkages between Academia and Public Health Practice www.phf.org Council on Linkages between Academia and Public Health Practice www.phf.orgwww.phf.org CDC Office of Workforce Policy and Planning www.phppo.cdc.gov CDC Office of Workforce Policy and Planning www.phppo.cdc.gov www.phppo.cdc.gov American Public Health Association www.apha.org American Public Health Association www.apha.orgwww.apha.org

23. Foundations WK Kellogg Foundation www.wkkf.org WK Kellogg Foundation www.wkkf.orgwww.wkkf.org Commonwealth Fund www.cmwf.org Commonwealth Fund www.cmwf.orgwww.cmwf.org Kaiser Family Foundation www.kff.org Kaiser Family Foundation www.kff.orgwww.kff.org Robert Wood Johnson Foundation www.rwjf.org Robert Wood Johnson Foundation www.rwjf.orgwww.rwjf.org

24. Medical Schools, Universities Morehouse School of Medicine, National Center for Primary Care, Community Voices Initiative www.communityvoices.org Morehouse School of Medicine, National Center for Primary Care, Community Voices Initiative www.communityvoices.org www.communityvoices.org UNC-Chapel Hill School of Public Health UNC-Chapel Hill School of Public Health Johns Hopkins University Johns Hopkins University George Mason University School of Public Health George Mason University School of Public Health

25. In summary: 1. Train current staff 2. Target important areas-assessment, policy development and emergency response 3. Minimize costs by utilizing resources already created by Public Health leaders Thank you!