330319
Facilitating change at a local health department: An innovative pilot program to engage and support change agents
Tuesday, November 3, 2015
: 10:42 a.m. - 10:54 a.m.
Alecia Martin, MPH,
Maternal Child and Adolescent Health, San Francisco Department of Public Health, San Francisco, CA
Maeve Sullivan, MA,
UC Berkeley School of Public Health, Center for Public Health Practice, Berkeley, CA
Cristy Dieterich, MPH, CHES,
Community Health Equity & Promotion - Newcomers Health Program, Population Health Division, San Francisco Department of Public Health, San Francisco, CA
Jonathan Fuchs, MD, MPH,
Center for Learning and Innovation, Population Health Division, San Francisco Department of Public Health, San Francisco, CA
Background: In response to a rapidly evolving public health landscape, the Population Health Division (PHD) of the San Francisco Department of Public Health underwent a system-wide re-organization in July 2013. The new structure was designed to better enable cross-branch collaboration to achieve “healthy people and healthy places,” but required reassigning staff and roles within categorically funded “Sections” to more integrated “Branches.” Several organizations have identified well-networked and trusted change agents to assist in times of significant transition; limited data exists on this approach for health departments. The PHD implemented and evaluated a multi-component professional development Change Facilitator program for its 500-person division. Methods: This year-long program organized 7 workshops, focused on change and transition management, meeting facilitation, team building, trust, and communication. Change Facilitators (CFs) were asked to work with their Branch leadership to support dialogue about change and adopt behaviors that would reduce tensions at times of uncertainty. Pre- and post-program changes in CF knowledge, self-efficacy and perceived program benefit were assessed. Results: A total of 24 front and mid-line staff were recruited to participate as CFs. We observed a significant increase in knowledge of change management concepts and confidence in applying and communicating them to others. A majority of CFs (75%) reported providing support to their Branches; most (83%) reported the program offered good networking opportunities and three-fourths would recommend it to a colleague. Branch Directors acknowledged the value of CFs in navigating organizational change. Discussion: As Local Health Departments adapt to substantial environmental changes, health administrators should consider structured opportunities to engage front and mid line staff in facilitating these transitions.
Learning Areas:
Administration, management, leadership
Public health administration or related administration
Public health or related education
Learning Objectives:
Describe the benefits of engaging front line staff in facilitating change efforts at a local health department;
Define the roles and responsibilities of a Change Facilitator;
Describe the benefits and challenges of engaging front line staff in facilitating organizational change efforts at a local health department
Keyword(s): Workforce Development, Organizational Change
Presenting author's disclosure statement:Qualified on the content I am responsible for because: I have managed multiple strategic projects focusing on workforce development and training for public health professionals. My specific interests include leadership training, change management, early career workforce development, and cultural humility.
Any relevant financial relationships? No
I agree to comply with the American Public Health Association Conflict of Interest and Commercial Support Guidelines,
and to disclose to the participants any off-label or experimental uses of a commercial product or service discussed
in my presentation.
