program manager’s course · structure in one minute. lessons learned allow leadership to happen...

Elements of program planning and you as a leader 1

Program Manager’s Course

Elements of Program Planning and

You as a Leader

Dennis WorshamPublic Health – Seattle & King County

Prevention Division Director Infectious Disease / Vital Records / Medical Examiner

Public Health Activities

Assessment

Policy / Program Development

Assurance


Tinker Toy Exercise

Objective:

Build the tallest free standing structure in one minute.

Lessons Learned

Allow leadership to happen

Important not to over plan

Often unforeseen challenges during implementation – be adaptable

Sometimes things change –

Think outside the box – be creative

Not all resources are equal

Partner in planning, implementing, and evaluating


Tinker Toy = Program Management

How is this likeyour work

as a manager?

Ever felt this way?


Program Planning

Why do we do program planning?

You are here

Importance of Program Planning

Validate

Clarify direction

Allocate shrinking resources

Identify gaps in service

Identify priorities

Accountability to constituents

Forces us to focus on priorities

Program staff moral


7 – Steps in the Planning Process

Evaluation

Implementation

SelectIntervention

Determine Objectives

Assessment

Stating theProblem

Assessment

PlanningProcess

#1- Assessment (Defining the Problem)

What the heck is going on?

Tools: Co-hort review

Existing data – (local, state, or federal)

SWOC/SWOT – (internal & external)

Surveys

Focus Groups

Key Informant Interviews

Client Satisfaction Survey

Technology – GIS Mapping


#2 - Stating the Problem

If the problem is inaccurately stated, the program objectives you develop will not result in the appropriate activities to address the actual problem.

#2 - Stating the Problem

Identifies and describes the problem of the community and target population.

Documents why the problem demands attention.

Includes target population in the definition

Effectively communicates the problem description to decision makers, the community and to target populations

Serves as an introduction to your program plan


#3 – Assessment(Define the Program)

What do we know about the people or community that has been defined in the problem statement?

#4 - Determining Your Objectives

Once you identify the problem and understand the target community – it is time to define your goals and objectives.


#4 - Determining Your Objectives

Things to consider -

Measurable in quantified terms (who will do what, when where and how much?)

Action Verbs

Realistic and achievable

Objectives are the blueprints for what your program is all about.

#5 – Select the Intervention

Best Practices

Literature reviews

Creative solutions – be the new best practice

What are others doing to solve the challenge


#6 - Implementation

#7 - Evaluation

Is the intervention doing what we

hoped it would do?

Yes – Continue

Tweak

Stop

What are your measures? (objectives)

Define your methodology


7 – Steps in the Planning Process

Evaluation

Implementation

SelectIntervention

Determine Objectives

Assessment

Stating theProblem

Assessment

PlanningProcess

What is the difference?

Leadership Management


Where do we start?


Know My Values = Know MeNo Values = No Me


Looking at my values:

Gratitude

Health

Humor

Inclusion

Joy

Kindness

Love

Making a difference

Openness

Optimism

Peace

Respect

Service

Spirituality

Teamwork

Trust

Wellbeing

Family

Community

Compassion

Connection

Hope

Looking at my values:

Gratitude

Health

Humor

Inclusion

Joy

Kindness

Love

Making a difference

Openness

Optimism

Peace

Respect

Service

Spirituality

Teamwork

Trust

Wellbeing

Family

Community

Compassion

Connection

Hope


How I Show Up Living My Values

Find a way to express gratitude every day

Inclusion – shared leadership style in decision making – employee engagement

Deep spiritual belief is that we are all connected – “the good in me sees the good in you”.

Make sure our team knows the “why” to what we are doing – making a difference

Make sure every message from me conveys truth, transparency, and hope.

Leaders must know themselves before they can lead others. They must recognize how they are wired, how they respond under stress, and how they process information in order to be able to give and receive orders or to attempt to lead others.