Public Health Pronto: Module 1.3

1. How to Advance Yourself as an MCH Leader (Self-Reflection Strategy). Identify your personal strengths and areas of growth by taking Domain 1 of the Competency Assessments for Public Health Professionals developed by the Public Health Foundation. You can take the assessment related to your professional position (front-line and entry-level staff; program managers and supervisors; or senior management and executive level staff).
2. How to Find and Use Tools to Help You (Information Strategy). The health care system in the United States is in the process of rapid transformation, and the idea that everyone should have a patient- and family-centered medical home (PFCMH) is gaining broad acceptance. This integrated information system is designed to help state and family leaders access data on how children and adolescents experience care within medical homes. Use the system to find your state's medical home performance profile for all children and adolescents or for those with special health care needs, compare data across all states, or view state ranking maps. Learn about national projects, initiatives, and policies focused on advancing the pediatric medical home model. Discover tools, and resources to help practices provide family-centered care. Then, have a conversation with your partners about opportunities for improvement.
   
3. How to Activate Your Organization (Organizational Strategy). Data as evidence are the building blocks of exploration. By understanding data and presenting a persuasive story, decisions about funding, programs and/or services for children and their families can be influenced. Do you and your colleagues want to learn how to make better use of data? This Data Primer for Inter-Professional Education was designed to help students learn how to formulate good questions and find, select, analyze, and present data. Chapters 2 and 3 focus on identifying the purpose of a data project and calculating the numbers. Reinforce the information presented by completing the exercises together.
   
4. How to Incorporate Partners (Systems Strategy). Recent research has identified informatics and data analysis for evidence-based decision making as a top work force development need and priority across public health disciplines. Tap established partners and programs in the field to form a community of peer mentors. Learn about partnerships to develop MCH epidemiology leaders; advance MCH data and analytic capacity; and evaluate, train, and educate the field. Propose a 3-month summer project or apply for a summer internship with the Graduate Student Epidemiology Program. Attend a skills building workshop targeting critical needs such as the CityMatCH Leadership and MCH Epidemiology Conference. Promote innovation and collaboration to strengthen the field of MCH epidemiology.
5. How to Engage Your Communities (Community Strategy). Community Health Status Indicators (CHSI) 2015 and Health Rankings and Roadmaps (The Rankings) provide useful information for community health assessment and improvement. Do you know how your county indicator values compare to those in similar "peer" counties, all U.S. counties, Healthy People 2020 targets, state averages, and the top performing 10 percent of U.S. counties? Engage your community stakeholders in a conversation about your county's rates. Which rates ranked "Better" compared to peers? Do they also rank ""Better" when compared to all U.S. counties and the Healthy People 2020 target? If not, can you explain why?
   

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Tell us how you will use what you have learned:

• I will use the information on improving data use in my role as a healthcare administrator and improving the care in my community. This will allow me some insight on how to go about doing so.
• There is such a disconnect in the healthcare field. As an emerging occupational therapist, I hope to be able to connect what is happening in a person's surrounding environment to the health challenges they face.
• I will advocate for more updated and granular community data to help inform patient programming and care.
• I will use the information on how to advance myself as an MCH leader and as a healthcare administrator by assessing what my strengths and weaknesses are, which will allow me to improve where I need it.
• The Model for Public Health Competency Implementation is exactly what I've been looking for to use with my team. It provides mutually-supportive structures and tools that are needed to carry out a project successfully. This was quite a find. Adding tools to the model is a great way of demonstrating how to effectively incorporate this competency into practice. I look forward to seeing how the rest of the competencies work with this model.
• The Community Health Status Indicators that you highlighted this week couldn't have come at a better time. I am being tasked with collecting usefull quality indicators that have been developed in oral health but are not specifically focused on MCH. This tool was perfect in seeing how other groups use indicators. Talk about perfect timing.