This is a 2-hour presentation and discussion given to the residents at Boston University as part of the Dental Public Health program. The topic discusses leadership in public health and the new competencies in this field. Also, some practical tools in project management and leadership were presented.

1. PUBLIC HEALTH LEADERSHIP
Alaa H. Qari , BDS
December 6th, 2017

2. “The Core Competencies... are a
roadmap for public health career
development, performance
assessment and improvement.”
-Janet Place, MPH, Director of Workforce Development, Arnold School
of Public Health, University of South Carolina

3. Altman D, Mascarenhas AK. New competencies for the 21st century dental public health specialist. J Public Health Dent. 2016;76:S18–28.
DENTAL PUBLIC HEALTH NEW COMPETENCIES

4. Competency 6
Lead collaborations on oral and public health issues
DPHS plays instrumental roles in developing, mobilizing and supporting
partnerships and collaborations among educational, health system, governmental,
private sector and community groups to share resources and responsibilities when
implementing oral health and other public health programs. DPHS often are in
positions to identify partners in addressing public health issues, and facilitate team
building. Leadership skills are essential for DPHS involved in establishing coalitions
to implement public health initiatives.
Altman D, Mascarenhas AK. New competencies for the 21st century dental public health specialist. J Public Health Dent. 2016;76:S18–28.

5. To implement this competency, DPHS
build intra and inter-professional coalitions to improve health;
apply organizational development strategies to establish, motivate and support
multi-disciplinary teams;
lead teams of diverse coalition partners to create a shared vision to achieve
specific objectives;
facilitate goal setting by coalitions, community partners and other colleagues;
provide mediation, negotiation, and conflict management for coalitions and other
community initiatives;
conduct productive meetings among community partners and other collaborators;
implement program evaluation to analyze coalition performance; and
conduct capacity-building activities for public programs, stakeholders and other
community-based programs.
Altman D, Mascarenhas AK. New competencies for the 21st century dental public health specialist. J Public Health Dent. 2016;76:S18–28.

6. LEADERSHIP
https://www.hsph.harvard.edu/phl/

7. CORE
COMPETENCIES
FOR PUBLIC
HEALTH
PROFESSIONALS

8. CORE COMPETENCIES FOR PHS: TIERS
Tier 1 competencies (Entry Level)
Responsibilities: basic data collection and analysis, fieldwork,
program planning, outreach activities, programmatic support,
and other organizational tasks.
Tier 2 competencies (Program Management/Supervisory
Level)
Responsibilities: program development, implementation, and
evaluation; establishing and maintaining community relations;
managing timelines and work plans; and presenting arguments
and recommendations on policy issues.
http://www.phf.org/programs/corecompetencies/Pages/COL_CorePublicHealthCompetencies_Guidance_Definitions.aspx

9. Tier 3 competencies (Senior Management/Executive Level)
These professionals typically have staff who report to them and
may be responsible for the major programs or functions of an
organization, setting a strategy and vision for the organization, and
building the organization’s culture.
http://www.phf.org/programs/corecompetencies/Pages/COL_CorePublicHealthCompetencies_Guidance_Definitions.aspx
CORE COMPETENCIES FOR PHS: TIERS

10. ➤ Analytical/Assessment Skills
➤ Policy Development/Program Planning Skills
➤ Communication Skills
➤ Cultural Competency Skills
➤ Community Dimensions of Practice Skills
➤ Public Health Sciences Skills
➤ Financial Planning and Management Skills
➤ Leadership and Systems Thinking Skills
CORE COMPETENCIES FOR PHS: DOMAINS
http://www.phf.org/programs/corecompetencies/Pages/Core_Competencies_Domains.aspx

11. http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx

12. http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx

14. SELF-ASSESSMENT TOOLS
➤ NHS Healthcare Leadership
Model
➤ Emotional intelligence
Questionnaire
➤ Competency Self-Assessment

15. LEADING AND MANAGING FOR RESULTS MODEL
Vriesendorp S. Leading and Managing: Critical Competencies for Health Systems Strengthening. Heal Syst Action, A Ehandb leaders Manag [Internet]. 2010; Available from: http://www.msh.org/resources/
health-systems-in-action-an-ehandbook-for-leaders-and-managers?keywords=e-handbook&field_resource_type[0]=Publication

17. Refd Conference (Social Entrepreneurship)
Detroit, MI 2017

18. PROJECT MANAGEMENT FOR NON-PROFIT
Project Management for Non-Profit

20. What project management practices did you follow?
What tools did you use? focus groups, logic model, gantt
charts…
What challenges did you encounter?
mHealth course project
DISCUSSION

21. GLOBAL LEADERSHIP (LEAN PRINCIPLES, 5S, TAKT TIME, AND MUDA)
➤ Lean is a set of operating philosophies and methods that help
create maximum value for patients by reducing waste and waits*.
*JBA: Lean leader certification and maintenance - physician track (FAQs); 2014. http://www.sma.sk.ca/data/1/rec_docs/872_2013-2009-2003LLTFAQ.pdf (Accessed June 21, 2014.

22. DISCUSSION
➤ What lean principles have you
applied in your organization?
➤ Best practices for
documentation…

23. Strategic Goal: must achieve net revenue over expenses to thrive.
7 components that impact our strategy:
Demographics
Social & cultural forces
Political, legal & regulatory factors
Natural environment
Technological factors
Global forces
General economic conditions
STRATEGIC LEADERSHIP IN A NON-PROFIT ENVIRONMENT

24. STRATEGIC LEADERSHIP IN A NON-PROFIT ENVIRONMENT
The Five “Fs” of Strategy:
Frontal, Flanking, Fragment, Fortify, and Flee.
Good Strategy + Good Strategy Execution = Good
Management

25. Discussion
➤ How did you/your organization
respond to a policy change
(insurance…)?
➤ How did you improve your
organization’s performance?
➤ What is your strategies for
sustainability?

26. INTENSIVE PRODUCTIVITY FOR NON-PROFIT
Scrum Methodology

27. DISCUSSION
➤ What methods your
organization have used to
manage different tasks?

28. Challenge
Feedback
Support

29. RESOURCES
https://www.train.org/main/home

30. Discuss Other Resources

31. THANK YOU!