Open Source Competency Map for Public Health Strategic Skills

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2	Open Source Competency Map for Public Health Strategic Skills: This resource is a compilation of competencies needed today to be proficient in systems thinking, change management, and persuasive communication—strategic skills needed to improve community health in rapidly changing social and political environments. Professionals and educators can use these competencies to inform training, professional development, and workforce development. This is a living document that is part of an ongoing effort to build capacity in strategic skills. If you have any questions or need additional information, contact us at training@nnphi.org. For more information, please read about this resource’s development in the Summer 2019 Issue of Elevate. https://nnphi.org/building-an-open-source-competency-map-for-strategic-skills/.

3	Competency Set Referenced or Standard Name	Strategic Skill Area	Competency No.	Competency Description	SYSTEMS THINKING	PERSUASIVE COMM.	CHANGE MGMT	HIGH PRIORITY BY SME	Source
4	Council Core Competencies for Public Health Professionals (COL)	SYSTEMS THINKING	8A2/8B2	Describes public health as part of a larger inter-related system of organizations that influence the health of populations at local, national, and global levels	X			X	http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
6	COL	SYSTEMS THINKING	8A3	Describes the ways public health, health care, and other organizations can work together or individually to impact the health of a community	X			X	http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
7	COL	SYSTEMS THINKING	8B3	Explains the ways public health, health care, and other organizations can work together or individually to impact the health of a community	X			X	http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
12	COL	SYSTEMS THINKING	8A8	Describes the impact of changes (e.g., social, political, economic, scientific) on organizational practices	X		X	X	http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
13	COL	SYSTEMS THINKING	8B8	Modifies organizational practices in consideration of changes (e.g., social, political, economic, scientific)	X		X	X	http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
15	Association of Schools and Programs of Public Health MPH Core Competency Model (ASPPH)	SYSTEMS THINKING	1	Identify characteristics of a system.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
16	ASPPH	SYSTEMS THINKING	2	Identify unintended consequences produced by changes made to a public health system.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
17	ASPPH	SYSTEMS THINKING	3	Provide examples of feedback loops and “stocks and flows” within a public health system.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
18	ASPPH	SYSTEMS THINKING	4	Explain how systems (e.g. individuals, social networks, organizations, and communities) may be viewed as systems within systems in the analysis of public health problems.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
20	ASPPH	SYSTEMS THINKING	6	Explain how the contexts of gender, race, poverty, history, migration, and culture are important in the design of interventions within public health systems.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
23	ASPPH	SYSTEMS THINKING	9	Analyze the effects of political, social and economic policies on public health systems at the local, state, national and international levels.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
24	ASPPH	SYSTEMS THINKING	10	Analyze the impact of global trends and interdependencies on public health related problems and systems.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
25	ASPPH	SYSTEMS THINKING	11	Assess strengths and weaknesses of applying the systems approach to public health problems.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
28	ASPPH	SYSTEMS THINKING	10	Specify multiple targets and levels of intervention for social and behavioral science programs and/or policies.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
31	ASPPH	SYSTEMS THINKING	1	Describe the roles of, history, power, privilege and structural inequality in producing health disparities.	X			X	https://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
42	CEPH PH Knowledge	SYSTEMS THINKING	12	Explain an ecological perspective on the connections among human health, animal health and ecosystem health (eg, One Health)	X			X	https://storage.googleapis.com/media.ceph.org/wp_assets/2016.Criteria.pdf
44	CEPH DrPH Competencies	SYSTEMS THINKING	14	Design a system-level intervention to address a public health issue	X			X	https://storage.googleapis.com/media.ceph.org/wp_assets/2016.Criteria.pdf
47	CUMSPH CAHME	SYSTEMS THINKING	1c	Recognize and analyze complex relationships	X			X	https://www.mailman.columbia.edu/sites/default/files/pdf/cahme_pamphlet_2017-2018.pdf
49	CUMSPH CAHME	SYSTEMS THINKING	4b	Recognize, explain, and predict patterns	X			X	https://www.mailman.columbia.edu/sites/default/files/pdf/cahme_pamphlet_2017-2018.pdf
59	HLA	SYSTEMS THINKING		Utilize relevant data to critically analyze financial and organizational issues	X			X	http://www.healthcareleadershipalliance.org/directory.htm
62	HLA	SYSTEMS THINKING		Promotes systems thinking in operations	X			X	http://www.healthcareleadershipalliance.org/directory.htm
65	HLA	SYSTEMS THINKING		Describes the interdependency, integration, and competition among healthcare sectors	X			X	http://www.healthcareleadershipalliance.org/directory.htm
69	HLA	SYSTEMS THINKING		Describes broad systems connections-potential impacts and consequences of decisions in a wide variety of situations both internal and external	X			X	http://www.healthcareleadershipalliance.org/directory.htm
70	HLA	SYSTEMS THINKING		Discuss systems theory	X			X	http://www.healthcareleadershipalliance.org/directory.htm
71	HLA	SYSTEMS THINKING		Champion systems thinking	X			X	http://www.healthcareleadershipalliance.org/directory.htm
72	HLA	SYSTEMS THINKING		Identify how a system design accommodates business processes	X			X	http://www.healthcareleadershipalliance.org/directory.htm
73	HLA	SYSTEMS THINKING		Manage the performance of subsystems in a manner that optimizes the whole-synergy	X			X	http://www.healthcareleadershipalliance.org/directory.htm
74	HLA	SYSTEMS THINKING		Envision and take action to correct identified areas of potential liability	X			X	http://www.healthcareleadershipalliance.org/directory.htm
84	HLA	SYSTEMS THINKING		Articulate the link between metrics and goals	X			X	http://www.healthcareleadershipalliance.org/directory.htm
85	HLA	SYSTEMS THINKING		Evaluate impact on issues related to healthcare systems (e.g., customer satisfaction, patient care quality, economics, access to care, business process improvement) by using a cost-benefit analysis	X			X	http://www.healthcareleadershipalliance.org/directory.htm
86	Systems Thinking Competencies for Health Administrators and Leaders from Health Systems Thinking: A Primer (Health Systems Thinking Competencies)	SYSTEMS THINKING		Envisions the big picture	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
89	Health Systems Thinking Competencies	SYSTEMS THINKING		Seeks out and understands the health (e.g., public and community) and healthcare system interrelationships within the system at any level.	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
90	Health Systems Thinking Competencies	SYSTEMS THINKING		Focuses on the health system interconnections first, then the relationships, and then causes and effects of relationships.	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
93	Health Systems Thinking Competencies	SYSTEMS THINKING		Assesses connections, disconnections, and interdependencies in a dynamic health system that is loosely networked	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
94	Health Systems Thinking Competencies	SYSTEMS THINKING		Holds the tension of paradox and ambiguity to understand the dynamics of a system before action or making decisions prematurely	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
99	Health Systems Thinking Competencies	SYSTEMS THINKING		Objectively understands cause-and-effect relationships across systems (e.g., departments or organizations)	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
100	Health Systems Thinking Competencies	SYSTEMS THINKING		Seeks out data, relationships, stories, and hunches on issues between systems	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
104	Health Systems Thinking Competencies	SYSTEMS THINKING		Applies agile thinking to anticipate or find opportunity in complex, uncertain, and ambiguous situations	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
106	Health Systems Thinking Competencies	SYSTEMS THINKING		Analyzes, then synthesizes changes in data, behavior, and relationships as part of the natural systems dynamics, operations, or volatility of an uncertain environment	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
107	Health Systems Thinking Competencies	SYSTEMS THINKING		Uses adaptive thinking to solve problems or shift momentum to apply sustainable solutions	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
111	Health Systems Thinking Competencies	SYSTEMS THINKING		Changes perspective to see other points of view within a system once a view of the whole system is complete	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
115	Health Systems Thinking Competencies	SYSTEMS THINKING		Develops new ideas, concepts, sustainable solutions, and better processes	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
117	Health Systems Thinking Competencies	SYSTEMS THINKING		Involve critical internal and external stakeholders in decisions that have widespread impact to achieve sustainable results	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
118	Health Systems Thinking Competencies	SYSTEMS THINKING		Anticipates not only the immediate results of actions, but also the second- and third-order effects throughout a system	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
119	Health Systems Thinking Competencies	SYSTEMS THINKING		Applies leverage points in a complex system	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
122	Health Systems Thinking Competencies	SYSTEMS THINKING		Identifies small actions that can make significant differences	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
123	Health Systems Thinking Competencies	SYSTEMS THINKING		Uses systems understanding to determine what small actions can produce high-leverage sustainable results rather than quick fixes	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
125	Health Systems Thinking Competencies	SYSTEMS THINKING		Identifies deeper causes and effects throughout the system	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
131	Health Systems Thinking Competencies	SYSTEMS THINKING		Understands interconnections between systems and processes to develop strategy, solve problems, and make complex decisions	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
132	Health Systems Thinking Competencies	SYSTEMS THINKING		Engages in loop or circular thinking	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
133	Health Systems Thinking Competencies	SYSTEMS THINKING		Looks for interconnected and interdependent issues	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
134	Health Systems Thinking Competencies	SYSTEMS THINKING		Perceives connections between multiple issues, handoffs, or whole organizations with the health ecosystem	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
136	Health Systems Thinking Competencies	SYSTEMS THINKING		Uses circular thinking to understand the dynamic relationship between the connected parts	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
139	Health Systems Thinking Competencies	SYSTEMS THINKING		Assesses process with a systemic view of the whole system	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
142	Health Systems Thinking Competencies	SYSTEMS THINKING		Allocates and aligns resources (i.e., money, personnel, information, equipment, infrastructure, and environment) with strategy efficiently and effectively from a systems perspective	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
144	Health Systems Thinking Competencies	SYSTEMS THINKING		Describes how structural issues cause change	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
147	Health Systems Thinking Competencies	SYSTEMS THINKING		Explain to others that the complexities within the system may take a longer time to correct	X	X		X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
150	Health Systems Thinking Competencies	SYSTEMS THINKING		Collaborates across boundaries to leverage systems and create synergy	X			X	Johnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
164	QSEN	SYSTEMS THINKING		Value a systems approach to improving patient care instead of blaming individuals	X			X	http://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
165	QSEN	SYSTEMS THINKING		Engage in systems focus when errors or near misses occur	X			X	http://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
173	QSEN	SYSTEMS THINKING		Identify system barriers and facilitators of effective team function	X			X	http://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
186	PHP Competencies	SYSTEMS THINKING		Explains healthcare and public health funding mechanisms and procedures (e.g., third-party reimbursement, value-based purchasing, categorical grants, fees, taxes, budget approval process)	X			X	http://www.phf.org/resourcestools/Documents/Population_Health_Competencies_Draft6.4.pdf
194	Key Characteristics of Health Systems Leader	SYSTEMS THINKING		Maintains an acute awareness of the current system (i.e., knowing the current workflow processes and standards in the healthcare organization)	X			X	Trbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
195	Key Characteristics of Health Systems Leader	SYSTEMS THINKING		Appreciates of the patterns and structures behind events	X			X	Trbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
198	Key Characteristics of Health Systems Leader	SYSTEMS THINKING		Identifies how system elements are linked	X			X	Trbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
240	ASPPH	PERSUASIVE COMMUNICATION	2	Describe how societal, organizational, and individual factors influence and are influenced by public health communications.		X		X
241	ASPPH	PERSUASIVE COMMUNICATION	3	Discuss the influences of social, organizational and individual factors on the use of information technology by end users.		X		X
243	CEPH - MPH Foundational	PERSUASIVE COMMUNICATION	6	Discuss the means by which structural bias, social inequities and racism undermine health and create challenges to achieving health equity at organizational, community and societal levels		X		X
244	CEPH - MPH Foundational	PERSUASIVE COMMUNICATION	14	Advocate for political, social or economic policies and programs that will improve health in diverse populations		X		X
245	CEPH - MPH Foundational	PERSUASIVE COMMUNICATION	18	Select communication strategies for different audiences and sectors		X		X
247	CEPH - MPH Foundational	PERSUASIVE COMMUNICATION	20	Describe the importance of cultural competence in communicating public health content		X		X
251	CHES	PERSUASIVE COMMUNICATION	2.1	Involve priority populations, partners, and other stakeholders in the planning process		X		X
252	CHES	PERSUASIVE COMMUNICATION	4.7	Apply findings		X		X
253	CHES	PERSUASIVE COMMUNICATION	5.3	Manage relationships with partners and other stakeholders		X		X
254	CHES	PERSUASIVE COMMUNICATION	5.4	Gain acceptance and support for health education/promotion programs		X		X
259	CHES	PERSUASIVE COMMUNICATION	7.1	Identify, develop, and deliver messages using a variety of communication strategies, methods, and techniques		X		X
261	CHES	PERSUASIVE COMMUNICATION	7.3	Influence policy and/or systems change to promote health and health education		X		X
268	CoL	PERSUASIVE COMMUNICATION	3C5	Conveys data and information to professionals and the public using a variety of approaches		X		X
269	CoL	PERSUASIVE COMMUNICATION	3C6	Evaluates strategies for communicating information to influence behavior and improve health		X		X
270	CoL	PERSUASIVE COMMUNICATION	3C7	Facilitates communication among individuals, groups, and organizations		X		X
271	CoL	PERSUASIVE COMMUNICATION	4C5	Advocates for the diversity of individuals and populations being addressed in policies, programs, and services that affect the health of a community		X		X
273	CoL	PERSUASIVE COMMUNICATION	5C4	Establishes relationships to improve health in a community		X		X
280	CoL	PERSUASIVE COMMUNICATION	7C13	Motivates personnel for the purpose of achieving program and organizational goals		X		X
281	CoL	PERSUASIVE COMMUNICATION	7C16	Uses performance management systems for program and organizational improvement		X		X
283	CoL	PERSUASIVE COMMUNICATION	8A8	Describes the impact of changes (e.g., social, political, economic, scientific) on organizational practices		X		X
284	CoL	PERSUASIVE COMMUNICATION	8C4	Collaborates with individuals and organizations in developing a vision for a healthy community		X		X
286	CoL	PERSUASIVE COMMUNICATION	8C10	Advocates for the role of public health in providing population health services		X		X
287	CDC Informaticians	PERSUASIVE COMMUNICATION	G	Communicates with elected officials, policymakers, agency staff, and the public.		X		X
290	CDC Laboratory Professionals	PERSUASIVE COMMUNICATION	Com 2.01	Facilitates dialogue exchange through paraphrasing and clarification of critical points		X		X
293	CDC Laboratory Professionals	PERSUASIVE COMMUNICATION	Com 7.03	Evaluates empathetic messaging for high-risk situations and emergencies		X		X
296	CDC Laboratory Professionals	PERSUASIVE COMMUNICATION	Com 8.03	Incorporates use of stories when communicating the impact of public health laboratory work		X		X
298	CDC Laboratory Professionals	PERSUASIVE COMMUNICATION	Com 9.02	Translates highly technical concepts using "plain talk" for media and public communications		X		X
300	US Dept of Energy	PERSUASIVE COMMUNICATION	Oral Communication	Promotes open and honest lines of communication and cultivates a sense of unity and respect among staff		X		X
303	US Dept of Energy	PERSUASIVE COMMUNICATION	Oral Communication	Leads discussions on a sensitive or complex subject and synthesizes staff input in a clear and concise matter		X		X
304	FBI	PERSUASIVE COMMUNICATION	Communication	Express thoughts and ideas clearly, concisely, persuasively, and effectively orally and in writing; interpret and understand verbal or written communications; tailor the communication to the experience, exposure, or expertise of the recipient; and proactively share information with others when appropriate.		X		X
305	FBI	PERSUASIVE COMMUNICATION	Communication	Persuade – Influence others to accept an idea or point of view; provide compelling reasons to accept a change or course of action		X		X
310	US Dept of HHS	PERSUASIVE COMMUNICATION	Oral Communication	Tailors communication to the level and experience of the audience		X		X