Public Health Pronto: Module 7.3

Public Health Pronto: Module 7.3

Financial Planning & Management Skills

Module 7.3: 5 Implementation Strategies

In this module we will augment the knowledge you've gained from the last module's learning opportunities by providing you with 5 implementation strategies gathered from our team of experts.

These implementation strategies follow a conceptual model of widening circles of influence. In this model, MCH leaders utilize resources and tools to activate change within their organization, which in turn incorporates partners through its systems of influence. Together, changes may be implemented to affect specific target populations and the MCH community in general.

Implementation ModelModel for Public Health Competency Implementation

Click below to: Learn more with our 5 implementation strategies, Comment on this module's strategies, and Interact with other MCH professionals who are also taking the Public Health Pronto program.

LEARN

These 5 implementation strategies align with the 5 circles of the Model for Public Health Competency Implementation, and represent ways that you can utilize what you've learned over the past few modules. In particular, we have included resources and strategies to align your work with the transformation of the MCH Block Grant.

  1. How to Advance Yourself as an MCH Leader (Self-Reflection Strategy). Identify your personal strengths and areas of growth by taking Domain 7 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). Are you new Title V? This guide developed by AMCHP provides information, tips, and resources for new senior managers responsible for the oversight or management of all or part of the Title V Maternal and Child Health (MCH) Services Block Grant and related federal and state programs. Topics include the roots and evolution of Title V, conceptual frameworks for Title V, and key concepts of MCH, and Title V at the national and state levels. Additional topics include leading through influence to achieve change; key players at the national and state levels; the importance of family-centered care; planning and managing resources for results; data sources and techniques; state and federal grants, budgets, and accountability; and work force development.
  3. How to Activate Your Organization (Organizational Strategy). From 5-Minute MCH Program 6.3.4: How to Incorporate Partners (Systems Strategy). Between 1967 and 1989, Congress enacted a number of amendments to Title V, adding requirements to negotiate with and work closely with Medicaid in a number of activities. Currently, the Title V law requires that state maternal and child health programs establish coordination agreements with their state Medicaid programs. This toolkit contains state Interagency Agreements (IAAs), a searchable database of key state IAA components, resources for writing/revising a state IAA, and additional resources. Learn more about the role of Title V agencies in strengthening Medicaid's Early and Periodic Screening, Diagnosis and Treatment (EPSDT) program, monitoring quality, and improving EPSDT administration here.
  4. How to Incorporate Partners (Systems Strategy). As youth leave school, they face several transitions including school to work or postsecondary education, family home to community living, and child-oriented health care to adult care. The range of possible activities and supports required for successful transition requires collaboration and support from many adult-serving agencies and systems. Have you made transition planning a priority in your state or community? Strategies might include partnering with your state Medicaid agency to develop managed care contract requirements for health care transition and to secure payment for transition services. Check out this tip sheet on transition coding and reimbursement from the Center for Health Care Transition Improvement (GotTransition?).
  5. How to Engage Your Communities (Community Strategy). The Catalyst Center is working to reduce inequities in health insurance coverage and health care financing among children with special health care needs (CSHCN). Are you familiar with the kinds of barriers families raising CSHCN are encountering and the strategies organizations are using to help them overcome these barriers? Can families in your community easily find and use arbitration, mediation, or conflict resolution support related to coverage and financing? Do you know a family who may be interested in participating in an interview? Share your thoughts with us in the Comments section.

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COMMENT

Comment on the Implementation Strategies...

Please share your thoughts on ways to implement this competency in your daily work by telling us how you plan to incorporate these strategies into your work, asking questions about how others actualize this competency, or suggesting new strategies focused on this competency.

Click for Discussion Form

If you can't see/access the form above, please email comments to mchnavigator@ncemch.org.

INTERACT

See What Others are Saying...

Tell us how you will use what you have learned:

  • This was a broad set of strategies that matched the broad topic area. You gave me some ideas of how to reframe the skills for "finance and admin" and now I have a sense of how these skills actually fit into our professional responsibilities.
  • It is difficult for me to apply this one right now, but it will come in handy soon I'm sure, and is helpful in understanding healthcare/insurance debates.
This project is supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under grant number UE8MC25742; MCH Navigator for $180,000/year. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.