Transcript The Future of Leadership Development in the Northwest

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
Northwest Center for Public Health Practice
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 Need
• 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
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 1991.
• 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.
History
• 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.
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 2007. 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, 2007.
4. Implement a competency-based curriculum by
November 15, 2008.
Leadership Competency Framework
Basic competencies
• Oral communication
• Partnering
• Flexibility
• Written
communication
• Interpersonal skills
• Decisiveness
• Self direction
• Technical credibility
• Continual learning
• Integrity/honesty
• Problem solving
• Customer service
• Project management
• Performance
management
Leadership Competency Framework (cont.)
Department of Health
& Human Services Leadership
Competency Framework
Supervisors
First-level
competencies
• Leveraging diversity
• Resilience
• Conflict mgmt
• Team building
• Influencing
/negotiating
• HR management
• Service motivation
• Accountability
Managers
Mid-level competencies
• Creative
thinking/innovation
• Financial mgmt
• Technology mgmt
• Entrepreneurship
• Organizational
systems
awareness
First-level
competencies
Basic competencies
Executives
Higher-level
competencies
• Strategic thinking
• Vision
• External awareness
• Political savvy
Mid-level
competencies
First-level
competencies
New Project Objectives (cont.)
5. Support learning project activities with Web
conference calls for each team during a sevenmonth period from March 1, 2008 through
September 30, 2008.
6. Complete project evaluation and future action
plan by September 30, 2008. 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