Title: NASTAD Leadership Institute
1NASTAD Leadership Institute
2Leadership Institute
- Purpose to help new and emerging leaders develop
critical skills necessary to lead HIV/AIDS and
viral hepatitis programs in state and local
health departments - Participants New AIDS directors and senior
program managers from select NASTAD advisory
committees - Outcomes Participants will clarify their vision
for leadership, programs and staff build media
and advocacy skills, and develop a leadership
plan to strengthen their programs
3Agenda
- DAY ONE
- Pre-work/self assessments
- Vision and Leadership
- Advocacy
- NASTAD 101
- Understanding and working in bureaucracies
- Supporting a diverse workforce
- Peer Reflections on Leadership and Vision
- Action Planning
- DAY TWO
- Mentor/Needs Identification
- Media Training
- Leadership Presentations
- Next Steps
4Pre-Meeting Work and Connections
5What are your hopes and expectations for this
institute?
6(No Transcript)
7Public Health Leadership Competencies Self
Assessments
- Visioning ability to cooperatively create and
communicate shared vision and to express
personal vision - Identify and reflect upon leadership style and
skills weaknesses and strengths - Model and incorporate ethical standards
- (Understand and) Communicate the role of
government - Identify and communicate staff and organizational
responsibilities within the context of core
public health functions - Describe data utility (and use data) for
application across issues
8Public Health Leadership Competencies Self
Assessments (2)
- Strategic plan development with measured impact
- Evaluate and communicate policy choices
- Policy translation to programs, organizational
structures and plans - Application of federal, state and local
regulations - Budget strategy
- Coalition building and advocacy
- Develop and implement policies for professional
diversity - Create safe space for staff and community
communication - HR practices (recruit, hire, terminate)
- Apply human relations skills to organizational
management, motivation and conflict resolution
9(No Transcript)
10Proficiencies among Us(Limited Knowledge)
- Creating shared vision
- Leadership style identification and reflection
- Role of public health government
- Regulations and policy application
- Advocacy coalition building
- Resource Advocacy
- HR/Recruiting, hiring, training
- Strategic partners
- Creating a safe space for staff/community
- Describing strengths and weaknesses
Institute Knowledge Exchange
Mentoring Opportunities
11What is your drag queen leader name?
- First or last name of the first leader you ever
learned about (whether you liked them or not) - First or last name of the leader you would most
like to emulate
12Leadership and Management Qualities
- Highest rated qualities among J/J survey
respondents - Vision
- Persistence
- Confidence
- Leadership Themes
- Leadership as distinct from management skills
you need both, but not necessarily in the same
person - Different models of leadership exist (and should
be recognized) - Leaders have a responsibility to staff to lead,
inspire, empower, impart knowledge and
experience, etc.
13Public Health Leadership Competency Framework
- Core Transformational Competencies
- Political Competencies
- Transorganizational Competencies
- Teambuilding Competencies
14Core Transformational Competencies
- Visionary Leadership
- Sense of Mission
- Effective Change Agent
15Vision and Leadership
- The importance of vision
- Clarifying your vision
- For your leadership
- For your program
- For your staff
16Importance of Vision
- Leaders have a responsibility to staff to lead,
inspire, empower, impart knowledge and
experience, etc. - AIDS Director, J/J study
- Leadership is the capacity to translate vision
into reality. - Warren Bennis
17Vision Defined
- The act or power of imagination
- Mode of seeing or conceiving
- Unusual discernment or foresight
18Vision is the art of seeing the invisible
19Case Study Lena Marcos Vision
- How did Lena Marco establish herself as a leader
when she became the new Division Director? - What are Lenas opportunities to change the way
she is perceived? - How can Lena establish and communicate her vision
effectively?
20To the person who does not know where he wants to
go there is no favorable wind.
21YOUR Vision Defined
- An ideal state that you wish to achieve
- For yourself as leader What would your
leadership ideally look like? Feel like? - For your staff - Staff composition, functioning
together, culture of work, etc. - For your program
22Your ThoughtsVision for your Own Leadership
- Being fairly democratic able to engage and
motivate others communicate theoretical and
concrete ideas effectively adapt well and easily
and allow others freedom to move forward without
constraints. - Innovation that provides concrete means for
attaining goals and objectives - Competent, thoughtful, effective, trustworthy
- Promote an efficient and productive work
environment to free more time to implement
activities resulting from a "bigger picture -
more proactive perspective instead of
reactionary, "fixing" activities - To develop competencies in the range of areas
that the HIV/AIDS Office oversees to work in
partnership with senior staff to articulate core
tenets of the HIV/AIDS prevention and care
services we fund to reaffirm the commitment to
responsive services throughout our direct care
efforts and to integrate our work in a public
health framework in a way that engages multiple
stakeholders and collaborators.
23Your ThoughtsVision for your Own Leadership (2)
- Build and/or maintain a quality state HIV/AIDS
Program with maximum community input. - Provide the best possible atmosphere for staff
development, innovation and enthusiasm for
implementation of all HIV programming efforts. - Assure data-informed policy development and
advocacy with all audiences, including department
leaders, the Director and Governor's office. - Work to improve personal skills in strategic
planning, time management and specific database
programs. - Stay abreast and update analysis of the ongoing
political process at the community level,
department level and legislative level. - Identify the individual strengths of my staff and
the needs within the program to delegate
responsibilities accordingly. To be self aware
enough to know my strengths and weaknesses so I
can utilize my staff to best complement those
strengths and weaknesses so the program does not
suffer.
24Your ThoughtsVision for your Staff
- Rewarded, competent, productive, happy,
effective, flexible - To be experts in HIV Prevention and in their
individual components of the prevention program.
To feel comfortable providing TA to our
contractors and information to the community at
large. - Working with my staff to find their strengths and
weaknesses and helping them rise to being the
best they can be. - Development of core management and organizational
skills to enhance skills and prepare them for
upward mobility. - That they enjoy coming to work, and have the
opportunity to develop expertise in a particular
service area. That there are consistent
mechanisms for staff to work across program areas
to ensure service coordination and develop a
broad understanding of HIV prevention and care
services.
25Your ThoughtsVision for your Staff (2)
- Highly motivated, competent people.
- Multicultural composition
- Training, enrichment and best practice
opportunities are shared and encouraged - Provide moral and practical support for staff
fairness in consideration, and sensitivity on
issues of working conditions, work/family issues,
etc. - Cohesive work team and work environment
- Each member will maximize his/her potential and
move the program forward towards its goals with
resources available. - Staff members will feel gratified by their work
with a sense that they make significant
contributions, along with their peers, and they
mostly have a good time doing it!
26Your ThoughtsVision for your Program
- Sustainable, high quality model for other HIV
Prevention programs. - One that CBOs and other organizations trust and
look to for partnership as well as funding and
technical assistance. - Pushes and leads its Prevention providers to
become sustainable organizations without the
Prevention program. - Attracts and grooms the best minds in HIV and
public health - A comprehensive prevention/service, organization
equipped to managed and provide exceptional
services and deliverables. - Effective, efficient, proactive, and responsive
to HIV/AIDS prevention and care needs of
residents - To run in accordance with CDC guidelines, making
a discernable impact on the spread of HIV in our
state
27Your ThoughtsVision for your Program (2)
- Marry the concepts of passion, advocacy and
science to assure best practice in HIV prevention
and care programming and surveillance excellence.
- Assure collaboration and cooperation with other
Infectious Disease units (STD/TB/Immunizations)
other parts of department, and other state/local
agencies to reduce new infections, reduce
disparities and increase the number of people in
care, with known HIV infection. - Consistently involve, uplift and facilitate
empowerment of people directly affected by HIV in
advising and evaluating program activities. - Be a recognized leader in the state in reducing
(and keeping low) HIV/STD and Hepatitis infection
rates. - To develop a continuum of clinical and
non-clinical services responsive to geographic
and population level influences and needs.
Leverage existing capacities and resources within
the care system, while sustaining a level of
readiness to integrate cutting edge prevention
and care approaches as they emerge and are proven
effective.
28What are the differences.
- Your vision
- for your own leadership (or for you as a leader)
- for your staff
- for your program
29Honing our Vision(s)
- Individual Reflection
- Large Group Presentations lunch tomorrow
30BREAK
31Advocacy and Advocacy Opportunities
- Purpose
- To build knowledge about talking with
legislators, both in their state and in
Washington, and build their skills and comfort
level in doing Hill visits. - To build knowledge about developing advocacy
coalitions and leveraging the policy environment
32Case Study Lena Marcos Advocacy Activity
- How did Lena fulfill her advocacy role?
- What were the opportunities?
33Advocacy What is your experience?
- AIDS Directors said their staff were least
proficient in advocacy (J/J survey) - Your experience with
- State legislative advocacy
- Congressional advocacy
- Federal agency advocacy
- Advocacy coalitions (developing, strengthening,
participating in)
34Your Role in Advocacy
- Provide information on the epidemic and programs
in your state - Paint the picture to justify increased resources
for your programs or support for legislation - Build long term relationships with community
advocates, legislative contacts and your
Congressional delegation - Keep your Governors office apprised of
legislative and funding priorities - Be a host to legislative and gubernatorial staff
35Your Role in State Advocacy
- Work with your community to add their voice
- Educate about the policy process and how to add
their voices - Raise issues to help collective planning and
management during crisis - Provide information they can use for state lobby
days - Budget forecasting
- Epidemiology
- One-page summaries that convey central messages
- Encourage the community to develop the ask
36Your Role in State Advocacy (2)
- Clarify your role as a state employee and
limitations on what you can and cannot do - Cultivate trusted allies
- Be transparent when possible by keeping the
community in the loop - Try to get the message far and wide among the
community to avoid multiple messages - Create a mutually respectful relationship
37Your Role in Federal Advocacy
- Your are a public health expert
- There are many voices with HIV/AIDS interests
- Only you can provide Congressional staff with the
state perspective - Establish a go-to relationship
- Hill visits are opportunities
- For information sharing
- To provide expert and experienced knowledge about
the programs needs - Staff want to know impact on state funding
38Your Role in Federal Advocacy (2)
- Take opportunity to visit your Governors office
when in DC - Relationships can be maintained throughout the
year - District office visiting hours
- Town hall meetings
- Mailings to share epidemiologic data
- Updates on crisis situation if applicable
- Phone calls or emails after awards to share how
the state fared or impact of legislative changes
39Congressional Visitsknow who/what you are
representing
- Know the type of program you are advocating for
- MandatoryIf you qualify for the program, you get
the benefit - Medicare, Medicaid (ETHA), Social Security, Pell
Grants, Farm subsidies - You have to pay for changes (Pay-as-you-go)
- DiscretionaryCongress decides every year how
much a program will get - Ryan White, CDC, HOPWA, NIH, etc.
40Congressional VisitsKnow your message and how
you will convey it
- Know what you want to say before you walk in
- Review talking points on issues
- Role play with tips to follow
- Express appreciation for the support that
Congress has given HIV/AIDS programs - Federal funding
- Ryan White
- Be succinct in your ask
- Demonstrate that programs are effective and need
to be continued and enhanced - If you dont have an answer to a question, say so
- Opportunity for follow-up
41Tips for All Visits
- Thank them for meeting with you
- Introduce yourself
- Give staff your card
- Quick overview of governmental public health
- Quick overview of local epidemic
- Make a few key asks
42Tips for Visits Delivering Your Message
- Hook Your ID Your name, where you live, the
organization you are with (volunteer or staff),
or the why and who you represent - Line Your Message A personal story, facts
about the program or persons living with
HIV/AIDS, etc. - Sinker The Ask Currently the ADAP Program
receives no state funding. We are one of only 14
states that do not provide state appropriations
for the program. If given the opportunity, Will
you vote to provide state funding for the ADAP
Program in Iowa?
credit Pat Young, Iowa Department of Public
Health
43Lunch
44About NASTAD
- NASTAD Leadership Institute
- April 8-9, 2010
45Introduction to NASTAD
- NASTAD is a non-profit national association of
state health department HIV/AIDS program
directors who administer HIV/AIDS and viral
hepatitis prevention, care and treatment programs
funded by U.S. state and federal governments. - NASTAD was established in 1992 as the voice of
the states. - NASTAD is governed by a 20 member, elected
Executive Committee charged with making policy
and program decisions on behalf of the full
membership. - NASTADs Washington, DC headquarters has a
professional staff of 30. We have small field
offices in Haiti, Zambia, Botswana, Ethiopia and
South Africa.
46Introduction to NASTAD
- Mission NASTAD strengthens state and
territory-based leadership, expertise and
advocacy and brings them to bear on reducing the
incidence of HIV infection and on providing care
and support to all who live with HIV/AIDS. - Vision NASTADs vision is a world free of
HIV/AIDS. - Strategic Map Central Challenge Strengthen the
role and promote the success of state and
territorial public health programs to reduce
HIV/AIDS and viral hepatitis incidence, ensure
quality care and treatment, and improve health
outcomes.
47The National Alliance of State and Territorial
AIDS Directors (NASTAD) Strategic Map2010-2013
(Approved 03.02.10)
48NASTAD Members(HIV/AIDS Program Integration with
STD, VH and TB Programs)
2007 National HIV Prevention Program Inventory
49How does NASTAD impact national HIV/AIDS and
viral hepatitis policy and programs?
- NASTAD staff develop policy/program
recommendations based on input from the Executive
Committee and members. - Work groups and advisory committees of AIDS
directors and/or their program staff guide
programs and ensure products reflect
needs/concerns of members. - Use peer technical assistance (TA) model to
link AIDS directors and to share expertise across
jurisdictions.
50How does NASTAD impact national HIV/AIDS and
viral hepatitis policy and programs?
- We work with
- Executive Branch agencies to influence policies
that impact state programs - Congress to influence Executive Branch agencies,
provide funding, develop sound legislation - Coalitions to influence both Congress and the
Executive Branch - We communicate positions through
- Meetings, letters, position statements, issue
briefs, reports, assessments of state policies
and programs, etc. - NASTAD members visit Members of Congress and meet
with the leadership at federal government
agencies on a periodic basis.
51NASTAD Programs and Priorities
- Domestic
- Care and Treatment
- Prevention and Surveillance
- Racial and Ethnic Health Disparities
- Viral Hepatitis
- Global Technical Assistance
- Government Relations
52Care and Treatment
- ADAP Technical Assistance and Monitoring Project
- Bi-monthly ADAPWatch
- ADAP TA Meeting July 2010
- HRSA/HAB funding for ADAP TA
- Care director and ADAP director listservs
- ADAP Crisis Task Force negotiations in May
- Ryan White Program implementation
- Analysis and TA on the impact of health reform
53Prevention and Surveillance
- HIV testing assessments 4 modules
- Sexual health framework development
- Expanding syringe access
- New health department FOA (begins 01/01/2012)
- TA including mentoring for new prevention
directors - Prevention Networking Group (listserv, quarterly
networking calls) - Prevention Advisory Committee
- Linkage with CSTEs HIV surveillance coordinators
work group
54Racial and Ethnic Health Disparities
- Minority Leadership Program
- Black Gay Mens TA Re-convene June 2010
- Latino gay men health department assessment and
focus groups - Survey of health department HIV prevention
activities directed toward gay men/MSM of all
races and ethnicities - CDC Division of Adolescent and School Health
(DASH) National Stakeholders Collaborative - TA with focus on black women, black gay men and
youth - Native American listserv
55Viral Hepatitis
- Technical assistance to state HIV/AIDS and viral
hepatitis programs - Viral Hepatitis Work Group (VHWG), listserv, peer
to peer TA - Hepatitis coalition capacity building and support
- Hepatitis Appropriations Partnership (HAP),
National Viral Hepatitis Roundtable (NVHR),
Hepatitis C Advocates UNITED!, Hepatitis B Task
Force - Represent Adult Viral Hepatitis Prevention
Coordinators (AVHPC) - Communications with federal agencies CDC
Division of Viral Hepatitis, HRSA, SAMHSA, etc.
56Global Technical Assistance
- Support national and regional governments to
design, implement, and manage public health
information systems - National case-based surveillance (Haiti) and
behavioral surveillance (Caribbean) - Support national HIV ME systems (Zambia,
Ethiopia) - Reinforce the use of data for planning,
decision-making and evaluation by national and
district government - (Botswana, Ethiopia, Zambia, Tanzania, Haiti)
- Promote support of civil society by regional
government - Support implementing partners (Botswana,
Ethiopia) - Strengthen community mobilization efforts
(Ethiopia, South Africa)
57Government Relations
- 2010 Legislative Priorities
- Appropriations FY2011 funding HIV/AIDS, viral
hepatitis, and STD programs - Authorization Health reform legislation
implementation - Coalition Participation
- AIDS in America
- Federal AIDS Policy Partnership (FAPP)
- HIV Health Care Access Working Group
- Ryan White Work Group
- Hepatitis Appropriations Partnership (HAP)
58www.NASTAD.org
59Understanding and Working In State Bureaucracies
- Purpose of session
- Realities of working in state bureaucracies
- Unique challenges to state AIDS programs
- Diversity of staff, contractors, departments
- Key challenges from bureaucracies
- Identify solutions
60Nature of the Beast State Bureaucracies (J/J
Study)
- Hiring freezes
- Restrictions on hiring quickly
- Candidate diversity
- Salary scale
- State capital locations
- Health department culture that supports/does
not support diversity and support for a diverse
workforce - High degree of bureaucratic burden and inertia
61Case Study Lena Marco and the Beast
- In what ways did Lena manage the bureaucracy to
accomplish her goals? - What were opportunities?
- What were the gaps between the world of the
state and the world of the community? - How can Lena bridge these gaps?
62Your Experience Challenges of Bureaucracies
63Peer Discussion
- Experience managing up and down
- Life in a bureaucracy
64Break
65Supporting a Diverse Workforce
- Discussion what are the diversities of
- Your staff and program?
- Your department?
- Your partners?
66Lena Marco and Ohio Department of Health
- What were the issues of diversity facing Lena
Marco and her colleagues at the Ohio Department
of Health? - How could Lena leverage her environment to
increase diversity learning?
67Peer Experience How we Did/Didnt Do it.and
what we might still try.
- Peer reflections
- Discussion with group about their attempts and
thoughts
68Leadership and Vision Peer Reflections
69Leadership Action Planning
- Planning template
- Preparations for lunch presentations (day 2)
- Q/A
70NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________
Vision Challenges Leadership Plans Needs for Assistance
For your leadership
For your program
For your staff
71Adjourn Day 1
72Recap Day 1
73Mentors gotta have one
- As you think about a NASTAD mentor, what skills
and knowledge areas would you hope they have? - What would you hope to gain from this mentor?
74Mentor Relationships
- NASTAD Mentors colleagues in your (or
comparable) position in another state health
department with at least 2 years service in that
position - Mentors provide
- An impartial sounding board and safe space to
raise queries and problem solve - Practical support and advice
- Assistance in setting and achieving personal and
professional goals - Insight into another health departments HIV/AIDS
or viral hepatitis program - Advice on participating in and utilizing NASTAD
75Mentor Relationships
- Components at least a one-year span of support
via - Phone conversations and/or conference calls
- Resources and/or support materials shared
electronically - Support for mentees development and work on a
program/personal development plan - NASTADs Role
- NASTAD Member Services and program teams offer
mentoring to new AIDS directors and new program
directors - NASTAD works with those desiring mentoring to
match them with an appropriate mentor - NASTAD will evaluate the effectiveness of the
mentoring relationship through ongoing phone
assessments and a year-end evaluation of mentor
and mentee
76Media Segment
- Keys to successful media relationships
- Reflecting (but not repeating) information shared
from the Webinar (on the Ning) - Fun with practice
77Your Experience With the Media
78MEDIA SURVIVAL CHECKLIST
- Be pre-prepared with facts/figures
- Give simple, positive messages
- Be open, honest and accessible
- Respond quickly to all inquiries
- Do more than expected (this will establish your
credibility and reliability) - Use common sense
79Knowing Your Local Media
- Its always good to know the media scene
- Create an accessible list with reporters names,
station identification, contact information - Consider using a Media Encounter Sheet
- Work with your departments communications people
- Be sure you can interact with the mediain some
health departments you cant. (Rules change with
directors.)
80Retention After
- 3 Hours
- Radio 70
- Newspaper 72
- TV 85
- 3 Days
- Radio 10
- Newspaper 20
- TV 65
- comparative Analysis of Media Outlets
81Single Overriding Health Communication Objective
- SOHCO
- This is your main point or objective or the theme
of the interview - Even though they approached you you need to
understand what your focus will be - Be prepared with facts
82Preparing for the Interview
- Think of examples to support your SOHCO
- Develop sound bites or mini quotes one sentence
statements - Anticipate the reporters questions
- Practice
- If the reporter slips in a question you cant
(wont) answer be prepared with some responses
83Helpful Outline for Interview
- First Sentence -Make a statement that answers the
reporter's question as briefly as possible. - Second Sentence -Support your answer.
- Third Sentence -Transition into your message or
SOHCO. - Fourth Sentence -State your message.
84Making the Most of the Interview
- Before the Interview
- List SOHCOs
- Set the Agenda
- Rehearse know facts
- If TV, decide the location for best visual/look
in the mirror/dress appropriately
- During the Interview
- Be clear and specific
- Be calm at all times eye contact
- Be persuasive
- Repeat the message if time permits
- Avoid saying no comment
85Other TIPS
- Get your main point out, even if interrupted
- Do not repeat negative phrases a reporter may use
- Do not accept a reporters facts know yours!
- Challenge questionable facts or assumptions
- Keep your cool never reveal anger or emotional
upset
86Case Study Lena Marco and the Media
- What was Lenas relationship with the Media?
- What are the opportunities to leverage the media
to help achieve her program goals?
87News At 6!!!
- A reporter calls you about the Presidents
program to reinvigorate funding for abstinence
education. What are you doing about that? - She is a noted TV anchor and wants to run a story
on the 6 oclock news as part of her series
Obamacare do you know what it means for you? - She wants a live interview with you in 15 minutes
88Getting ready for lunch presentations
89Next Steps