1. PHN Competencies for Public Health 3.0 Leaders
Creating Conditions for Success
Susan Haynes Little, DNP, RN, PHNA-BC, CPHQ, CPM
NC DPH LTAT Branch, PHNPDU Unit Manager
Quad Council Coalition (QCC) Competency Review Task Force
QCC Liaison to the Council on Linkages

2. What we will cover today…
The 5 Goals of Public Health 3.0
C/PHN Competencies valuable in PH 3.0
Small group work
Call to Action
What we will cover today…

3. Learner Outcome Session Objectives
Identify PHN competencies valuable in PH3.0
Session Objectives
5 PH3.0 goals
PHN leader can use C/PHN competencies to be better positioned to be a proactive and engaged leader at your agency

4. Public Health 3.0 builds on the extraordinary successes of our past
Source:

5. C/PHN competencies: Eight domains – Three Tiers
Source:

6. Three Tiers Tier 1 C/PHN Competencies Tier 2 C/PHN Competencies
Tier 1 Core Competencies apply to generalist community/public health nurses (C/PHN) who carry out day‐to‐day functions in community organizations or state and local public health organizations, including clinical, home visiting and population‐based services, and who are not in management positions. Responsibilities of the C/PHN may include working directly with at-risk at‐populations, carrying out health promotion programs at all levels of prevention, basic data collection and analysis, field work, program planning, outreach activities, programmatic support, and other organizational tasks. Although the CoL competencies and the C/PHN competencies are primarily focused at the population level, C/PHNs must often apply these skills and competencies in the provision of services to individuals, families, or groups. Therefore, Tier 1 competencies reflect this practice.
Tier 2 Core Competencies apply to C/PHNs with an array of program implementation, management, and supervisory responsibilities, including responsibility for clinical services, home visiting, community‐based and population‐focused programs. For example, responsibilities may include: implementation and oversight of personal, clinical, family focused, and population-based health services; program and budget development; establishing and managing community relations; establishing timelines and work plans, and presenting recommendations on policy issues.
Tier 3 Core Competencies apply to C/PHNs at an executive or senior management level and leadership levels in public health or community organizations. In general, these competencies apply to C/PHNs who are responsible for oversight and administration of programs or operation of an organization, including setting the vision and strategy for an organization (i.e., a public health department, public health nursing division, or executive director of a non-profit community organization). Tier 3 professionals generally are placed at a higher level of positional authority within the agency/organization, and they bring similar or higher-level knowledge, advanced education, and experience than their Tier 2 counterparts.
Three Tiers

7. Domain 8: Leadership and Systems Thinking Skills
incorporating ethical standards
creating opportunities for collaboration
mentoring personnel
adjusting practice to address changing needs
ensuring CQI
managing change
advocating for governmental public health

8. Five goals of PH3.0 Chief Health Strategist Cross-sector collaboration
Funding/financial
Collect/use data, share with the community
Accreditation
Five goals of PH3.0

9. P.H. 3.0 Embrace the role of Chief Health Strategist
8B2. Apply systems thinking to PHN practice with communities and populations
8B6. … mentor, advise, coach, and develop peers, direct reports, and other…
8B11. Determine key stakeholders and resources necessary for collective impact…

10. P.H. 3.0 Engage in strategic partnerships
8B13. Influence health … inclusion of communities and populations
8B9. Influence identification of shared and complementary mission and vision
8B3. Influence… shared vision, values, and principles for community action

11. P.H. 3.0 Collect and use data (its not that hard)
8B7a. Use evidence‐based models to design and implement quality initiatives
8B7b. Monitor programmatic performance
8B4b. Assure quality and coordination in the delivery of public health nursing services

12. P.H. 3.0 Prudent and economical use of financial resources
8B4a. Analyze internal and external factors that may impact the delivery of essential public health services
8B7b. Monitor programmatic performance

13. P.H. 3.0 Invest in Public Health Accreditation
8B12. Analyze evidence demonstrating
adherence to accreditation and practice standards
8B7a. Use evidence‐based models to design
and implement quality initiatives
8B4b. Assure quality and coordination in the delivery of public health nursing services

14. Domain 8: Leadership and Systems Thinking Skills
Strong Leadership & Workforce
Strategic Partnerships
Flexible and Sustainable funding
Relevant Data, Metrics, and Analytics
Foundational Infrastructure
PHN Leadership in PH3.0

15. Group Discussions In small groups of 3-4 people
Identify ONE EXAMPLE each of Domain 8 competencies (Tiers 2 & 3) that would be useful for you as you take an active role in supporting PH3.0 success in your agency, and discuss HOW it will be valuable, and WHY.
Group Discussions

16. Call to Action
Personal commitment
NCAPHNA Adoption
Go forth and LEAD!