A year-long experiential program to build leadership skills of public health practitioners. Through three retreats plus distance learning and networking opportunities, NEPHLI provides opportunities to gain practical experience from experts in the fields of public health, leadership and organizational development and risk communications. The core curriculum consists of leadership development, managing change, crisis and risk communication, eliminating disparities, advocacy and emerging public health challenges. Scholars learn to assess their own leadership styles and develop personal plans for improvement.
Dennis Raphael of the School of Health Policy and Management, York University Toronto, Canada offers a two part health promotion module. While some of his examples and slides may be difficult to comprehend via the web, he does an excellent job conveying three concepts of health and the various strategies, target populations, approaches and key players involved with each. These concepts of health are: medical (traditional), behavioral (lifestyle), and socio-environmental (structural). A section of part II of this lecture (http://www.pitt.edu/~super1/lecture/lec8461/index.htm) is dedicated to promoting a healthy community process (e.g. soliciting input from communities and other stakeholeders).
This course encourages participants to think strategically about the types of decisions made in public health organizations, and provides students with strategic analysis and planning skills. This course instructs participants on how to conduct a one and a half day Focused Strategic Thinking Retreat.
This course is part of a series of programs intended for public health administrators, and nurse administrators, who are relatively new in their positions (3 years or less), and who seek to enhance the knowledge, skills, and abilities they need to succeed. The course discusses the major duties and responsibilities of Human Resources, the several Human Resources issues, & the major legal issues facing employers in the workplace.
There are seven video clips in this course:
Job Descriptions; Recruitment, Selection, & Orientation; Performance Appraisals; Compensation; Health, Safety, & Security; Corrective Actions; and Policy Manual and Unions.
This course is part of a series of programs intended for public health administrators, and nurse administrators, who are relatively new in their positions (3 years or less), and who seek to enhance the knowledge, skills, and abilities they need to succeed. The course discusses the roles and issues that occur in the management of a local public health agency, how to balance public health functions within a multi-focused agency, the identification of training needs within an agency and how to address these needs, & environmental health enforcement issues that may occur when contracting with local boards of health.
There are four video clips in this course: Roles of a Public Health Administrator; Staff Training; Dealing with Burnout; and Other Aspects of Managing a Public Health Agency.
This is the introductory course in the New Public Health Administrators Series.
A performance measurement system will provide information to advocate for public health at state and local levels, shape policy decisions, support accountability, improve quality, and target resources to ultimately improve the health of the public. After all, what gets measured gets done. Join us as we discuss the concepts of the National Public Health Performance Standards Program and the goal that we all strive for, healthy people in healthy communities.
As healthcare managers and leaders continue to develop sophistication in managing complex situations, the systems model is useful to assist nurse managers in addressing day to day pressures which are steeped in uncertainty. Systems thinking is both a powerful problem solving tool and a powerful language to assist healthcare mangers and leaders in making better decisions, using resources more effectively and achieving organizational goals. At the conclusion of this activity, the participant will be able to: (1) describe the basic elements of the systems model; (2) discuss systems thinking as a tool to manage the challenges in the healthcare environment; (3) examine the seven-step process for using systems thinking; and (4) apply the principles of systems thinking to strategic planning.
At the start of a new hurricane season, Gulf Coast residents have moved beyond the "lessons learned" stage and are forging ahead with rebuilding. Cenetral to those efforts is assuring health. While it has become clear that a sustainable health system requires engagement from other non-traditional health-related disciplines, the evidence base supporting such transdisciplinary approaches is sparse. This presentation is aimed at examining post-disaster health systems in three different geo-political settings to identify factors influencing sustainability. The interconnectedness of the three core public health functions at the system level will also be explored.
In this seminar, Dr. Kristine Gebbie discusses the dynamics that surround the structure, leadership, and understanding surrounding public health in the US. She talks about where we have come from, where we are going, and what we have learned about our abilities to manage and improve the health of the public.
Public health professionals are increasingly expected to be ready to respond to specific emergencies, as well as be able to adapt to surges in need to the services they provide. This presentation will discuss the evolution of the role of Public Health professionals in emergencies, and provide direction on how to prepare for emergencies by thinking differently about one’s day-to-day work of developing regulations and policy planning. The seminar will present concepts of how participants can improve the quality and efficiency of their day-to-day workflow of decision making and resource allocation as preparation for improved management of emergencies and surges.
After viewing this presentation, you should:
(1) Understand the need to be prepared to manage large-scale emergencies
(2) Better understand the need to increase public health preparedness activities and simulations
(3) Understand the role of leadership during distinct stages of a crisis
(4) Be able to articulate the need for more preparedness advocacy
Susan is a Founding Partner of Voussoir, a focused consulting firm that works directly with CEOs and other executives one-on-one, with divisional teams and with entire organizational systems to develop unique solutions for managing growth and facilitating change. One distinctive characteristic of Voussoir is the way they support clients’ long-term goals by helping them harness the significant impact of a well-defined and fully implemented vision. Voussoir’s extensive depth of experience with the often-challenging concept of organizational vision has had an important and positive impact on the sustained growth and lower resistance to organizational change their clients experience. Voussoir’s client engagements span the breadth of the diversity of organizational forms - from publicly owned global corporations, to non-profits and international NGOs, and to public sector governmental systems at the city, state and federal levels.
Her work with non-profit organizations focuses most directly on enabling staff, volunteers and board members to manage the critical interface between stakeholders. Examples of her non-profit clients include: The New School for Social Research, New York University School of Law, Massachusetts College of Art, Skidmore College, National Rural Electric Cooperative Association, Manpower Demonstration Project Corporation, American Heart Association, Ackerman Institute, Planned Parenthood, HIPPY USA, Jewish Board of Family and Children Services, New York City Health and Hospitals Corporation, MetroPlus, New York City Department of Health, American Thoracic Society, National Ovarian Cancer Coalition, Community Renewal Society, New Hampshire Department of Human Services, New Jersey Department of Health and Human Services.
Representative of her work with private sector clients is job analysis and design for the Public Service Electric and Gas Company; the creation of effective interfaces between divisions within the Conde Nast organization; performance management systems for Group W Westinghouse and the publishing firm Warren, Gorham and Lamont; and the creation of competency assessment and executive development programs for Lucas Aerospace U.S. and U.K. She has designed and delivered intensive organization development programs for internal OD practitioners at The Prudential Insurance Company and implemented an internal change management practice for Telcordia Technologies (formerly Bellcore).
In the international arena she designed a major orientation and management development program for managers of Telecom Italia and consulted with the Institute for Qualified Personnel, a section of the Science and Technology Commission of the People’s Republic of China. Her work with the British Government’s Training Agency enabled the development of a management competency framework that is currently used as a guideline for many private sector organizations in the UK. Other international clients include the Office of Human Resources of the United Nations Development Programme and an entrepreneurial firm in Israel.
Susan has appeared on BBC Radio as a commentator on executive competency development and presented papers at the Society for Applied Anthropology and the American Management Association’s Human Resources Conferences.
A seminar that will focus on decision making in times of crisis. Ideally, in times of crisis, each individual participating in the operation reports to only one supervisor. This presentation will address situations where the participants don't have good leadership and are receive conflicting orders from a variety of supervisors. Participants will learn that in the absence of models like ICS, this scenario creates poor accountability, allows for freelancing, stops the flow of information, lacks coordination of operational efforts, creates poor operational safety, and doesn't move the community experiencing the emergency to a more normal state of being. Finally, this seminar will help to create procedures to reduce the impact of a crisis, focus on developing partnerships, while maintaining multiple allegiances.
In this presentation, Leonard J. Marcus, Ph.D., of the Harvard School of Public Health, and Co-Director of the National Preparedness Leadership Initiative discusses the Development of the Meta-Leadership Model, and how it can assist in preparing for and responding to public health emergencies. At the end of this session, the learner will be able to:
Identify the the five dimensions of Meta-Leadership;
Discuss how Meta-Leadership in can be used in public health practice;
Describe how the brain reacts in response to an emergency; and
Discuss how to strengthen population resilience in an emergency.
