Public Health Pronto: Module 8.3

Public Health Pronto: Module 8.3

Leadership & Systems Thinking Skills

Module 8.3: 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 8 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). In 2013, the president and Congress appointed 12 Commissioners charged with developing a national strategy to prevent fatalities from child abuse and neglect. The Commissioner's final report presents a vision for realigning organizations, communities, and priorities to identify and support children at highest risk of abuse or neglect fatality. The framework for their recommendations recognizes that parents of children who die from abuse or neglect are often struggling and that no single agency, acting alone, can address all of the complex circumstances in troubled families' lives. Components of the national strategy include improving leadership and accountability, grounding decisions in better data and research, and enhancing multidisciplinary support for families. Share the case studies and create opportunities to take the recommendations forward. Work with leaders in your state to develop a comprehensive plan to address the needs of families and eliminate child abuse and neglect deaths.
  3. How to Activate Your Organization (Organizational Strategy). Are you looking for strategies to engage family leaders in your state Title V program? The summary of findings from this nationwide survey of state directors provides a snapshot of strategies to support meaningful family engagement, effective and innovative practices, and areas of need for improvement and technical assistance. Learn more about creating a culture of family engagement, levels of family engagement, roles of family staff or consultants, family members employed as staff, sustaining and diversifying family engagement, and evaluating family engagement. State examples for engaging families and diverse populations are also available.
  4. How to Incorporate Partners (Systems Strategy). Use the steps outlined in this guidance to engage your stakeholders in visioning and systems thinking. Additional resources include questions to ask participants, key concepts and success factors of collective impact, and an integrative systems thinking framework for complex systems in public health.
  5. How to Engage Your Communities (Community Strategy). The Kansas Initiative for Developmental Ongoing Screening (KIDOS) provides guidance and resources to communities seeking to examine and improve developmental screening child find and referral systems. KIDOS recognizes that shared leadership does not occur spontaneously. Rather, it is an emergent process that can be fostered by intentional choices made by a team regarding how to communicate, resolve conflict, and make decisions. Consider the dynamics of your team in reference to these questions when you are working outside your group in the wider community. Discuss the questions as a group, identify areas in need of improvement, and discuss actions that might encourage progress in those areas. Periodically revisit these questions in order to assess your team's movement toward establishing shared leadership.

If you experience any technical difficulties with any page in the Public Health Pronto Program, please email us.

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:

  • I looked at #5, the KIDOS toolkit. I love the idea of referring communities/part C agencies to this website for help with improving their processes.
  • The specific suggestions for members of the CIT were very helpful.
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.