core competency training...core competency tiers tier a: administrative support staff...

CORE COMPETENCY TRAINING

TRAINING CONTENT ADAPTED FROM THE CORE COMPETENCIES FOR PUBLIC HEALTH PROFESSIONALS

LEARNING OBJECTIVES

1.Define the Core Competencies for Public Health

Professionals.

2.Describe the different Core Competency tiers.

3. Identify the importance and benefits of the Core

Competencies.

4.Describe the eight domains of the Core Competencies.

WHAT ARE THE CORE COMPETENCIES?

The Core Competencies for Public Health Professionals (Core Competencies) are:

Workforce Development Planning

Starting point for public health professionals and organizations as they work to

better understand and meet workforce development needs, improve performance,

prepare for accreditation, and enhance the health of the communities they serve.

Foundational skills for public

health services10 Essential Public Health Services

CORE COMPETENCY DEVELOPMENT

Developed by the Council on Linkages Between Academia and

Public Health Practice

In 1991, the Universal Competencies by the Public Health

Faculty/Agency Forum was developed

The current version of the Core Competencies adopted on June 26,

2014, following a yearlong review and revision process.

Regularly reviewed and revised by the Core Competencies

Workgroup

CORE COMPETENCY TIERS

Tier A: Administrative Support Staff

Administrative, clerical, facilities, technicians, and IT support positions

Tier 1: Front Line Staff/Entry Level

Carry out the day-to-day tasks of public health organizations and are not in management

positions.

Tier 2: Program Management/ Supervisory Level

Program management or supervisory roles.

Tier 3: Senior Management/ Executive Level

Senior management level and to leaders of public health

organizations.

WHY ARE PUBLIC HEALTH CORE COMPETENCIES IMPORTANT?

Develop a stronger public health workforce

Improve the performance of the organization and workforce based on national standards

Facilitate communication across the organization at all levels

Serves as a basis for workforce assessments and workforce development plans

Determine an organization’s direction and agency plans for employee professional development and expectations

University of South Florida College of Public Health

WHAT ARE THE BENEFITS OF USING THE CORE COMPETENCIES?

Assures a competent workforce that can carry out the essential public health services in all areas of public health practice

Useful in writing job descriptions and training curricula

Provide a clear, systematic, and flexible method to acquire new skills and knowledge

Establishes transparent workforce planning, performance standards, performance assessments, and succession plans

Benefits both the employee and the organization

Provide a basis for professional development opportunities/prioritiesUniversity of South Florida College of Public Health

CORE COMPETENCIES: 8 DOMAINS

CORE COMPETENCY DOMAINS

Analytical/

Assessment

Skills

Policy

Development/

Program

Planning Skills

Communication

Skills

Community

Dimensions of

Practice Skills

Cultural

Competency

Skills

Public Health

Sciences Skills

Financial

Planning and

Management

Skills

Leadership and

Systems

Thinking Skills

ANALYTICAL/ASSESSMENT SKILLS

DEFINITION:

Identifying and understanding data, turning data into information for action, assessing needs, developing community health assessments, and using evidence for decision making.

What does this mean?

Identifying, understanding, and assessing data from multiple sources. Using data to inform action and as evidence for decision making.


This skill includes:

Data collection

Data analysis

Evidence-based decision making

Community health assessment

Ethical use of data Information technology

ANALYTICAL/ASSESSMENT SKILLS- SCENARIO

As part of their program planning

process at the local health department,

an employee reviews published reports

for population-based health indicators

that are associated with the population

in their community.

DEFINITION:

Determine needed policies and programs; advocating for policies and programs; planning, implementing, and evaluating policies and programs; developing and implementing strategies for continuous quality improvement; and developing and implementing community health improvement plans and strategic plans.


Determining the need for and the development, implementation, and evaluation of

policies, programs, and services. Work to develop and implement quality

improvement strategies, community health improvement plan, and strategic plan.

POLICY DEVELOPMENT/PROGRAM PLANNING SKILLS


Strategic planning

Policy, program and service

development/implementation/improvement

Applying public health

informatics

Community health

improvement planning

Influence external policy,

programs and services


Aligning with new legislative regulations, a

local health department updates their

emergency response plan and associated

training.

POLICY DEVELOPMENT/PROGRAM PLANNING SKILLS- SCENARIO

COMMUNICATION SKILLS

DEFINITION:

Assess and address population literacy; soliciting and using community input; communicating data and information; facilitating communications; and communicating the roles of government, health care, and others.


Communicate relevant data/information. Discuss the differing roles of government and non-government organizations in public health. Determine the literacy level of the population to assure information distributed is understandable by the population served. Gather and use community input.


Gathering community input

Facilitation

Written and oral communication

Literacy assessment

Information dissemination


COMMUNICATION SKILLS- SCENARIO

Using data collected from the local

health department’s Community

Health Assessment, an employee

creates a poster presentation to

demonstrate the needs of the

community to their Board of Health.

CULTURAL COMPETENCY SKILLS

DEFINITION:

Understand and respond to diverse needs, assessing organizational cultural diversity and competence, assessing effects of policies and programs on different populations, and taking action to support a diverse public health workforce.


Assess and understand the impact of policies and programs on diverse populations. Address population diversity in policies, programs, and services. Assess the organization’s cultural diversity and competence, and take action to support a diverse workforce.



Policy, program and services impacts

Cultural influences on policy,

programs and services

Recognizing workforce diversity

Recognizing population diversity

CULTURAL COMPETENCY SKILLS- SCENARIO

Health educators use focus groups,

interviews, and community forums to

collect information about a specific

population’s public health needs.

COMMUNITY DIMENSIONS OF PRACTICE SKILLS

DEFINITION:

Evaluate and develop linkages and relationships within the community, maintaining and advancing partnerships and community involvement, negotiating for use of community assets, defending public health policies and programs, and evaluating effectiveness and improving community engagement.


Develop, maintain, and evaluate partnerships within the community to improve

community engagement. Engage community members and partners to provide input

for developing and assessing programs and policies.


Community-based participatory researchAdvocacy

Leverage community assets

Community engagement Relationship building

Partner collaboration


COMMUNITY DIMENSIONS OF PRACTICE SKILLS- SCENARIO

A local health department program

supervisor works with community

partners to build relationships and

identify their needs, interests,

concerns, and assets to address the

community’s needs.

PUBLIC HEALTH SCIENCES SKILLS

DEFINITION:

Understand the foundation and prominent events of public health, applying public health sciences to practice, critiquing and developing research, using evidence when developing policies and programs, and establishing academic partnerships.


Understand public health concepts and historical events and apply to daily work.

Review and use research and evidence when developing policies, programs, and

services.


Establish academic partnerships

Contribute to evidence-based public health

Use ethical research practicesUse public health evidence in

policies and programs

Understand the scientific foundation

of public health

Apply public health sciences


PUBLIC HEALTH SCIENCES SKILLS- SCENARIO

A breastfeeding peer counselor at the local

health department researches and uses

proven strategies to increase initiation and

duration of breastfeeding among mothers.

FINANCIAL PLANNING AND MANAGEMENT SKILLS

DEFINITION:

Engage other government agencies that can address community health needs, leveraging public health and health care funding mechanisms, developing and defending budgets, motivating personnel, evaluating and improving program and organization performance, and establishing and using performance management systems to improve organization performance.


Engage government partners to help address community health by leveraging

available funding. Develop and defend budgets. Evaluate and improve health

department performance through the use of a performance management system.


Team building/motivation

Financial analysis

Contract negotiation

Proposal writingBudgeting

Leverage public health and

health care funding

Performance management

Implement policies and procedures

of the governing body


FINANCIAL PLANNING AND MANAGEMENT SKILLS- SCENARIO

The human resources department at

a local health department develops

and reviews staffing levels and

budgets to ensure the agency has

capacity to provide grant-funded

services.

LEADERSHIP AND SYSTEMS THINKING SKILLS

DEFINITION:

Incorporating ethical standards into the organization; creating opportunities for collaboration among public health, health care, and other organizations; mentoring personnel; adjusting practice to address changing needs and environment; ensuring continuous quality improvement; managing organizational change; and advocating for the role of governmental public health.


Convene and collaborate with public health system partners. Adapt to changing

needs of the community, the workforce, and the organization. Assure continuous

improvement and engage in ethical practices.


Change management

Advocate for governmental

public health

Continuous improvement

Identify factors impacting

effectivenessProfessional development

Systems thinking


LEADERSHIP AND SYSTEMS THINKING SKILLS- SCENARIO

A public health committee led by the local

health department addresses the social

determinants of health to improve the

community’s health status.

CONTACT INFORMATION

Jessie Jones

[email protected]

Jeanette Ball

[email protected]

mailto:[email protected]

mailto:[email protected]

CORE COMPETENCY TRAINING

TRAINING CONTENT ADAPTED FROM THE CORE COMPETENCIES FOR PUBLIC HEALTH PROFESSIONALS

Hello everyone and welcome to the Core Competency Training! This information will be helpful to you as your agency is preparing to collect workforce assessment data.

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LEARNING OBJECTIVES

1.Define the Core Competencies for Public Health Professionals.

2.Describe the different Core Competency tiers.

3. Identify the importance and benefits of the Core Competencies.

4.Describe the eight domains of the Core Competencies.

With the information from this training you all will be able to:1. Define the Core Competencies for Public Health Professionals.2. Describe the different Core Competency tiers, which is especially helpful as you

work on your Core Competencies assessment. 3. Identify the importance and benefits of the Core Competencies, both to

employees and to the health department. 4. and Describe the eight domains of the Core Competencies.

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WHAT ARE THE CORE COMPETENCIES?

The Core Competencies for Public Health Professionals (Core Competencies) are:

Workforce Development Planning

Starting point for public health professionals and organizations as they work to better understand and meet workforce development needs, improve performance, prepare for accreditation, and enhance the health of the communities they serve.

Foundational skills for public health services 10 Essential Public Health Services

Let’s start by answering the question “What are the Core Competencies”?

They are a set of foundational skills for professionals who are engaging in the practice, education, and research of public health. They are based on the 10 essential public health services. They serve as a Framework for workforce development planning and they are also a starting point for public health professionals and organizations as they work to better understand and meet workforce development needs, improve performance, prepare for accreditation, and enhance the health of the communities that they are serving.

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CORE COMPETENCY DEVELOPMENT

Developed by the Council on Linkages Between Academia and Public Health Practice

In 1991, the Universal Competencies by the Public Health Faculty/Agency Forum was developed

The current version of the Core Competencies adopted on June 26, 2014, following a yearlong review and revision process.

Regularly reviewed and revised by the Core Competencies Workgroup

The Core Competencies for Public Health Professionals were developed in 1991 By the Council on Linkages between Academia and Public Health Practice. The current version of the Core Competencies was unanimously adopted by the Council on Linkages on June 2014, following a yearlong review and revision process. The Core Competencies undergo regular reviews and are revised by the Core Competencies Workgroup to ensure these competencies remain relevant in the evolving field of public health and continue to meet the needs of the workforce.

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CORE COMPETENCY TIERS

Tier A: Administrative Support StaffAdministrative, clerical, facilities, technicians, and IT support positions

Tier 1: Front Line Staff/Entry LevelCarry out the day-to-day tasks of public health organizations and are not in management

positions.

Tier 2: Program Management/ Supervisory Level

Program management or supervisory roles.

Tier 3: Senior Management/ Executive LevelSenior management level and

to leaders of public health organizations.

There are four different tiers that you will see as part of the Core Competencies assessment. The first is Tier A‐ which consists of Administrative and Support staff. Staff who fall into this category hold Administrative and clerical positions, are responsible for facilities, and even IT Support Positions. Responsibilities of these professionals may include ensuring that program and organizational logistics operate effectively and efficiently.

Tier 1 consists of Frontline and Entry Level Staff. They carry out the day to day tasks of the public health organizations, but they are not in management positions. Responsibilities of these professionals may include data collection and analysis, fieldwork, program planning, outreach, communications, customer service, and program support.

Tier 2 consists of Program Management or those in Supervisory Roles. Responsibilities of these professionals may include developing, implementing, and evaluating programs; supervising staff; establishing and maintaining community partnerships; managing timelines and work plans; making policy recommendations; and providing technical expertise.

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Lastly, Tier 3 consists of Senior Management and Executive Level staff. These professionals typically have staff who report to them and may be responsible for overseeing major programs or operations of the organization, setting a strategy and vision for the organization, creating a culture of quality within the organization, and working with the community to improve health.

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WHY ARE PUBLIC HEALTH CORE COMPETENCIES IMPORTANT?

Develop a stronger public health workforce

Improve the performance of the organization and workforce based on national standards

Facilitate communication across the organization at all levels

Serves as a basis for workforce assessments and workforce development plans

Determine an organization’s direction and agency plans for employee professional development and expectations

University of South Florida College of Public Health

Let’s take a deeper dive into why the Core Competencies are so important. These competencies help develop a stronger public health workforce, which helps us deliver better services to the communities we serve. Core Competencies help us to improve the performance of the organization and workforce ensuring we are meeting national standards. The competencies also help to facilitate communication across the organization at all levels, which allows those frontline staff to have input in improving the organization. It serves as a basis for workforce assessments and workforce development plans. Lastly, the core competencies helps to determine an organization’s direction and agency plans for employee professional development and expectations.

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WHAT ARE THE BENEFITS OF USING THE CORE COMPETENCIES?Assures a competent workforce that can carry out the essential public health

services in all areas of public health practice

Useful in writing job descriptions and training curricula

Provide a clear, systematic, and flexible method to acquire new skills and knowledge

Establishes transparent workforce planning, performance standards, performance assessments, and succession plans

Benefits both the employee and the organization

Provide a basis for professional development opportunities/prioritiesUniversity of South Florida College of Public Health

Next, we are going to talk about the benefits of using the Core Competencies. Using them ensures a competent workforce that can carry out the essential public health services. As we go through this training you will see how the Core Competencies can relates to several different jobs across the local public health system and working together we are ensuring that clients are receiving the best services possible. Another benefit to using the Core Competencies when we are writing job descriptions and creating trainings. This allows us to really target the training and meet the needs of the specific job requirements which helps make sure we have knowledgeable staff as they move forward.

Another benefit is it provide a clear, systematic, and flexible method to acquire new skills and knowledge. It establishes transparent workforce planning, performance standards, performance assessments, and succession plans, which is a benefit to both the employee and the organization. Lastly, it provides a basis for professional development opportunities/priorities within the organization.

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CORE COMPETENCIES: 8 DOMAINS

Now we are going to take a closer look at the 8 Core Competencies Domains.

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CORE COMPETENCY DOMAINS

Analytical/Assessment

Skills

Policy Development/

Program Planning Skills

Communication Skills

Community Dimensions of Practice Skills

Cultural Competency

Skills

Public Health Sciences Skills

Financial Planning and Management

Skills

Leadership and Systems

Thinking Skills

For each domain we will show you the original definition and then describe what it means. We will also describe the different skills associated with each domain and provide an example scenario of what the skill would look like in a local health department.

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DEFINITION:

Identifying and understanding data, turning data into information for action, assessing needs, developing community health assessments, and using evidence for decision making.


Identifying, understanding, and assessing data from multiple sources. Using data to inform action and as evidence for decision making.

The first skill is Analytical and Assessment. Here is the original definition. What this means is a person with this skill is able to identify and assessing data from multiple sources and uses data to inform action and as evidence for decision making.

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Data collection

Data analysis

Evidence-based decision making

Community health assessment

Ethical use of data Information technology

Skills that fall into this domain include, data collection, data analysis, evidence‐based decision making, Community health assessment and ethical use of that data and information technology.

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ANALYTICAL/ASSESSMENT SKILLS- SCENARIO

As part of their program planning process at the local health department, an employee reviews published reports for population-based health indicators that are associated with the population

in their community.

An example scenario is as part of their program planning process at the local health department, an employee reviews published reports for population‐based health indicators that are associated with the population in their community.

12

DEFINITION:

Determine needed policies and programs; advocating for policies and programs; planning, implementing, and evaluating policies and programs; developing and implementing strategies for continuous quality improvement; and developing and implementing community health improvement plans and strategic plans.


Determining the need for and the development, implementation, and evaluation of policies, programs, and services. Work to develop and implement quality improvement strategies, community health improvement plan, and strategic plan.


The next domain is Policy Development and Program Planning skills. Here is the original definition. What this means is a person with this skill is able to determine the need for and the development, implementation, and evaluation of policies, programs, and services. They work to develop and implement quality improvement strategies, community health improvement plans, and strategic plans.

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Strategic planning

Policy, program and service development/implementation/improvement

Applying public health informatics

Community health improvement planning

Influence external policy, programs and services


Skills related to Policy Development and Program Planning include applying public health informatics, influencing external policy, programs and services, developing, implementing and improving policy, programs and services, and creating community health improvement plans as well as strategic plans.

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Aligning with new legislative regulations, a local health department updates their

emergency response plan and associated training.

POLICY DEVELOPMENT/PROGRAM PLANNING SKILLS- SCENARIO

The scenario for this skill is aligning with new legislative regulations, a local health department updates their emergency response plan and associated training. Again, the health department is staying on top of changes that are made, they are then updating policies within the health department and then training staff on those changes that took place.

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DEFINITION:

Assess and address population literacy; soliciting and using community input; communicating data and information; facilitating communications; and communicating the roles of government, health care, and others.


Communicate relevant data/information. Discuss the differing roles of government and non-government organizations in public health. Determine the literacy level of the population to assure information distributed is understandable by the population served. Gather and use community input.

Next is Communications Skills. Here is the original definition. A person with this skill can communicate relevant data/information. Discuss the differing roles of government and non‐government organizations in public health. Determine the literacy level of the population to assure information distributed is understandable. And gather and use community input.

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Gathering community input

Facilitation

Written and oral communication

Literacy assessment

Information dissemination


Skills for this competency domain include completing literacy assessments to really understanding the literacy level of the community, gathering community input as well as being able to disseminate it back, having good written and oral communication and being able to facilitate conversations.

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COMMUNICATION SKILLS- SCENARIO

Using data collected from the local health department’s Community Health Assessment, an employee creates a poster presentation to demonstrate the needs of the

community to their Board of Health.

An example scenario of this skill is using data collected from the local health department’s Community Health Assessment, an employee creates a poster presentation to demonstrate the needs of the community to their Board of Health. Ultimately being able to take the information from a Community Health Assessment, distilling it down and highlighting key data points that are tailored to the audience

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DEFINITION:

Understand and respond to diverse needs, assessing organizational cultural diversity and competence, assessing effects of policies and programs on different populations, and taking action to support a diverse public health workforce.


Assess and understand the impact of policies and programs on diverse populations. Address population diversity in policies, programs, and services. Assess the organization’s cultural diversity and competence, and take action to support a diverse workforce.

The next Core Competency domain is Cultural Competency skill. This means that a person with this skill has the ability to assess and understand the impact of policies and programs on diverse populations. Address population diversity in policies, programs, and services. Assess the organization’s cultural diversity and competence and take action to support a diverse workforce.

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Policy, program and services impacts

Cultural influences on policy, programs and services

Recognizing workforce diversity

Recognizing population diversity

Skills for this domain include being able to recognize diversity of the population they service as well as the diversity among staff within their workforce at the health department. They would also look at policies, programs and services that impact the different populations that are being serviced and look at cultural influences that can have an effect on policy, programs and services.

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CULTURAL COMPETENCY SKILLS- SCENARIO

Health educators use focus groups, interviews, and community forums to collect information about a specific

population’s public health needs.

An example scenario for this skill is that health educators use focus groups, interviews, and community forums to collect information about a specific population’s public health needs. You will notice that focus groups, interviews, and community forums were conducted, meaning that they tried several different avenues to collect the data, in order to ensure they are really getting the information that they need.

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DEFINITION:

Evaluate and develop linkages and relationships within the community, maintaining and advancing partnerships and community involvement, negotiating for use of community assets, defending public health policies and programs, and evaluating effectiveness and improving community engagement.


Develop, maintain, and evaluate partnerships within the community to improve community engagement. Engage community members and partners to provide input for developing and assessing programs and policies.

The next domain is Community Dimensions of Practice. Here is the original definition. Essentially someone with this skill would have the ability to develop, maintain, and evaluate partnerships within the community to improve community engagement. Engage community members and partners to provide input for developing and assessing programs and policies.

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Community-based participatory researchAdvocacy

Leverage community assets

Community engagement Relationship building

Partner collaboration


This skill includes a person who works to build new relationships, not only with other agency partners but with community. They practice Community‐based participatory approach and they leverage community assets to support programs.

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COMMUNITY DIMENSIONS OF PRACTICE SKILLS- SCENARIO

A local health department program supervisor works with community partners to build relationships and

identify their needs, interests, concerns, and assets to address the

community’s needs.

An example scenario is a local health department program supervisor works with community partners to build relationships and identify their needs, interests, concerns, and assets to address the community’s needs. Again, a person is working with the community seeing what they need, then building those partnerships, and leveraging assets to be able to provide the community with the best services possible.

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DEFINITION:

Understand the foundation and prominent events of public health, applying public health sciences to practice, critiquing and developing research, using evidence when developing policies and programs, and establishing academic partnerships.


Understand public health concepts and historical events and apply to daily work. Review and use research and evidence when developing policies, programs, and services.

Next, we have our Public Health Sciences Skills and the original definition. Which means that a person with this skill understands public health concepts and historical events and can apply it to their daily work. They also review and use research and evidence when developing policies, programs, and services.

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Establish academic partnerships

Contribute to evidence-based public health

Use ethical research practicesUse public health evidence in policies and programs

Understand the scientific foundation of public health

Apply public health sciences


An example scenario of this skill is a breastfeeding peer counselor at the local health department researches and uses proven strategies to increase initiation and duration of breastfeeding among mothers. So, looking for evidence‐based practices that have worked for similar communities.

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PUBLIC HEALTH SCIENCES SKILLS- SCENARIO

A breastfeeding peer counselor at the local health department researches and uses

proven strategies to increase initiation and duration of breastfeeding among mothers.

Skills for this domain include having an understanding of the scientific foundations of public health and applying it to their work. Contributing to evidence‐based public health research. And establishing academic partnerships. By establishing relationships with the local schools you are able to pull in competent workers as well as educate students about the different opportunities that are available to them.

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DEFINITION:

Engage other government agencies that can address community health needs, leveraging public health and health care funding mechanisms, developing and defending budgets, motivating personnel, evaluating and improving program and organization performance, and establishing and using performance management systems to improve organization performance.


Engage government partners to help address community health by leveraging available funding. Develop and defend budgets. Evaluate and improve health department performance through the use of a performance management system.

The next core competency domain is financial planning and management skill. Here is the original definition. What this means is a person Engages government partners to help address community health by leveraging available funding. Develops and defends budgets. And Evaluates and improves health department performance through the use of a performance management system.

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Team building/motivation

Financial analysis

Contract negotiation

Proposal writingBudgeting

Leverage public health and health care funding

Performance management

Implement policies and procedures of the governing body


Skills for this domain include the ability to negotiate contracts, contribute to proposals being written, be familiar with different types of budgets, figure out what motivates team members to work together, implement policies and procedures voted on by the governing body, and leverage the public health and health care funding to work to provide the best services possible.

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FINANCIAL PLANNING AND MANAGEMENT SKILLS- SCENARIO

The human resources department at a local health department develops

and reviews staffing levels and budgets to ensure the agency has capacity to provide grant-funded

services.

An example scenario of this skill in practice is the human resources department develops and reviews staffing levels and budgets to ensure the agency has capacity to provide grant‐funded services.

30


DEFINITION:

Incorporating ethical standards into the organization; creating opportunities for collaboration among public health, health care, and other organizations; mentoring personnel; adjusting practice to address changing needs and environment; ensuring continuous quality improvement; managing organizational change; and advocating for the role of governmental public health.


Convene and collaborate with public health system partners. Adapt to changing needs of the community, the workforce, and the organization. Assure continuous improvement and engage in ethical practices.

Last but not least we have our Leadership and Systems Thinking Skills with the original definition. What this means is a person is able to convene and collaborate with public health system partners. Adapt to changing needs of the community, the workforce, and the organization. And assure continuous improvement and engage in ethical practices.

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Change management

Advocate for governmental public health

Continuous improvement

Identify factors impacting effectiveness

Professional development

Systems thinking


A person with this skill would need to have a system thinking perspective. Which means being able to think of the public health system as one big system and not just focus in on what the health department is doing. They continually work to make improvements. They also provide professional development opportunities for staff and helps to advocate for governmental public health.

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LEADERSHIP AND SYSTEMS THINKING SKILLS- SCENARIO

A public health committee led by the local health department addresses the social determinants of health to improve the

community’s health status.

A scenario for this skill is a public health committee led by the local health department addresses the social determinants of health to improve the community’s health status.

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CONTACT INFORMATION

Jessie Jones

[email protected]

Jeanette Ball

[email protected]

Congratulations, you have completed the Core Competency Training! Thank you so much for your participation! If you have any questions, please do not hesitate to contact us!

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core competency training...core competency tiers tier a: administrative support staff...

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