The%20Future%20of%20Leadership%20Development%20in%20the%20Northwest%20Jeremy%20Sappington,%20MSPH%20Senior%20Lecturer,%20Health%20Services%20School%20of%20Public%20Health%20

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The Future of Leadership Development in the
NorthwestJeremy Sappington, MSPHSenior
Lecturer, Health ServicesSchool of Public Health
Community MedicineUniversity of Washington
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Participation in the Northwest Public Health
Leadership Institute (NWPHLI)

Are you a graduate scholar of the
Institute? a. Yes b. No
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Participant History

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

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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.

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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.

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Effectiveness

• Weve used program participant ratings to
  evaluate the NWPHLI, and weve also interviewed
  key regional public health leaders. In NWPHLI
  cohorts two and three
• An average of 76 of 38 participants rated the
  Instituteas 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.

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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.

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Six-Step Process

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

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Six-Step Process (cont.)

• Create competency-based curriculum.
• Support learning project activities.
• Complete project evaluation and futureyear
  action plan with guidance from the Collaborative.

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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.

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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.

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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.

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Partnerships

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

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New Project Objectives

1. Create a regional Northwest Public Health
   Leadership Collaborative for the 20072008 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.

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New Project Objectives (cont.)

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

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Leadership Competency Framework
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Leadership Competency Framework (cont.)
Department of Health Human Services Leadership
Competency Framework
Executives

• Higher-level competencies
• Strategic thinking
• Vision
• External awareness
• Political savvy

Managers

• Mid-level competencies
• Creative thinking/innovation
• Financial mgmt
• Technology mgmt
• Entrepreneurship
• Organizational systems awareness

Supervisors

• First-level competencies
• Leveraging diversity
• Resilience
• Conflict mgmt
• Team building
• Influencing/negotiating
• HR management
• Service motivation
• Accountability

Mid-level competencies
First-level competencies
First-level competencies
Basic competencies
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New Project Objectives (cont.)

1. Support learning project activities with Web
   conference calls for each team during a
   seven-month period from March 1, 2008 through
   September 30, 2008.
2. 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.

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Timeline for Proposed NWPHLI Project
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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.

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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 completelyneeds a lot of work
d. Not at all
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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

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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