In order to tackle constantly changing complex issues, public health leaders are called to develop adaptive leadership skills and competencies in systems thinking, effective communication and change management. Current and emerging leaders increasingly need training to acknowledge the adaptive leadership skills they possess, further enhance their skills, and practice self-reflection. The Region IV Public Health Training Center at Emory University partnered with the JW Fanning Institute for Leadership Development at the University of Georgia to offer the Region IV Public Health Leadership Institute (PHLI). The PHLI’s goal is to enhance adaptive leadership skills to support “multi-sector vision setting and leadership needed to address the social, community-based, and economic determinants of health.” (deBeaumont Foundation-2017)

The PHLI is an 8-month experience (40 contact hours) consisting of an in-person 3-day retreat, six virtual sessions, and intersession work. Fellows also receive coaching utilizing individual and 360° leadership profiles, as well as peer consulting. The training design consists of multiple learning modalities and approaches over time to address complicated and complex problems. The cohort of 28 Fellows from eight states is comprised of an interdisciplinary group of practitioners including epidemiologists, social workers, clinicians, and health educators. Participants work at state and local health departments and tribal health organizations. They collaboratively explore leadership issues including cultural competence, managing conflict, collaborative leadership, and leading change. Participants assess their leadership strengths and focus on an adaptive leadership challenge during the program.

This session will share an overview of the PHLI including evaluation findings and themes gleaned from discussion board reflections. Stories will illustrate examples of how Fellows have incorporated the PHLI content into their own leadership perspectives and practices. Ripple Effect Activity examples will demonstrate how Fellows share lessons learned in their organization. Session participants will receive recommendations of training resources to enhance their own leadership professional development.

The de Beaumont Foundation’s PH WINS surveyed medium and large local health departments (LHDs) across the nation to understand their training and workforce needs, but the needs of small LHDs remain unclear. About 30% of Northwest local public health departments serve rural jurisdictions, which are more likely than their urban counterparts to suffer from a “double disparity” in terms of less available resources and larger health disparities among their communities.

This session will explain findings from Northwest Center for Public Health Practice’s (NWCPHP) training needs assessment among rural Northwest LHDs. NWCPHP staff conducted 20 interviews with LHD administrators, directors, and program coordinators in Alaska, Oregon, and Washington to gather perspectives on the training needs of rural public health leaders.

Findings focus on organizational and individual training priorities, preferred training modalities, LHDs’ experience with Public Health 3.0, and barriers to accessing training. Small LHDs are eager for non-mandated, supplemental training at the organizational level and among individual staff members. However, their rurality, limited staff, small training budgets, and many mandatory trainings make it difficult for them to participate in the in-person trainings that they believe to be more fruitful than online alternatives.

We recommend working with small LHDs to develop ways to keep online trainings engaging, thus increasing knowledge and skill development. Participants were excited about the possibility of mixed-modality online trainings that incorporate a shorter live component paired with self-paced online modules among a cohort of regional staff. Finally, more in-person, regionally located trainings offered more than once are needed.

Background: The 2017 Public Health Workforce Interests and Needs (PHWINS) survey, a collaboration between the Beaumont Foundation and the Association of State and Territorial Health Officials (ASTHO), assessed self-perceived proficiency within the governmental public health workforce in cross-cutting skills, and identified as top areas of training needs basic management and leadership skills. Other workforce studies also highlighted such skill gaps. Moreover, emphasis on this area by the 2016 revision of public health training competencies from the Council on Education for Public Health (CEPH) set the stage for innovation in teaching basic management and leadership skills as core public health competencies.

Objective: This course was developed for a Master of Public Health (MPH) program in a Midwest University to expose students in all available concentration areas to the concepts of management and leadership. The course attempts to merge the extensive knowledge base in healthcare management and leadership with the organizational needs in public health practice. It also proposed that students examine concepts from the healthcare literature in the context of current public health framework trends, such as Public Health 3.0.

Methods: Using an online platform for content delivery, engaged learning and skill development, students learn through online pre-recorded lectures, guest lectures, traditional coursework, simulation and an active asynchronous discussion forum. Knowledge application through case studies and use of management tools are utilized to develop basic management and leadership skills.

Results: Student deliverables capture level of proficiency in utilizing basic management concepts and tools in an applied scenario specific to a public health problem. Learning processes and outcomes indicate areas of strengths and challenges in teaching these core competencies online.