Public Health Activist Skills Pyramid: A Model for Implementing Health in All Policies

Damari, Behzad; Chimeh, Elham Ehsani

doi:10.1080/19371918.2017.1344600

Cited by 13 publications

(38 citation statements)

References 22 publications

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“…The focus of this study was on health working in the health sector. Two studies of the studies focused on global health competencies (22,26), and 10 of the studies focused on national level (13,14,(23)(24)(25)(27)(28)(29)(30)(31).…”

Section: Resultsmentioning

confidence: 99%

Designing health headquarter workers general competency model for the national level: A multiple qualitative study

Fattahi¹,

Gorji²,

Bayat³

et al. 2021

Preprint

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BackgroundAn effective health headquarter worker has behaviors, knowledge, skills, and motivations which are behavioral, technical, and motivational prerequisites for successful performance in a job. This study aims to identify the general competencies of health headquarters workers to meet the needs of the health system.MethodsWe used multiple qualitative methods to facilitate a consensus-building process on developing core competencies. First, we used systematic review and meta-synthesis to identify the dimensions and components of core competencies. Using a critical case sampling, we interviewed twenty-six participants and analyzed the information with thematic content analysis. In the third phase, we divided the health headquarters workers into three levels. Then, to present the initial model of competencies, the Mini Delphi method was used. Finally, in the fourth phase, to reach a consensus on the importance of each competency and determine the level of competencies required for each level of health headquarters workers, three-step Delphi method was used, and we presented the final model.ResultsWe presented a competency model for three levels of health headquarters workers. The main competencies are (1) leadership and management (12 components), (2) analysis, interpretation, and reporting (6 components), (3) interpersonal relationships (4 components), (4) individual competencies (7 components), (5) cultural and community competencies (5 components), (6), and administrative competencies (4 components). All competencies are needed for the third level of health headquarters workers. In general, second and third levels of health headquarters workers need high and middle level of required competencies that mean these workers' levels should have all competencies before using them in top of national health organizations. ConclusionThe competencies were extracted due to the levels of health headquarters workers, as well as the level of competencies required by each group of experts, could act as a guide for policy-makers and managers related to human health resources in the health sector, and help them adopt appropriate strategies to employ and train health headquarters workers.

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Section: Resultsmentioning

confidence: 99%

Designing health headquarter workers general competency model for the national level: A multiple qualitative study

Fattahi¹,

Gorji²,

Bayat³

et al. 2021

Preprint

View full text Add to dashboard Cite

show abstract

“…Results of the systematic review and meta-synthesis phase These 12 studies were published over 12 years from 2005 to 2017. These studies have been conducted in 6 developed countries (including the United States, Australia, Canada, Ireland, Spain, and the United Kingdom) (17-27) and 1 developing country (Iran) (28). The focus of this study was on health headquarters working in the health sector.…”

Section: Resultsmentioning

confidence: 99%

Designing Headquarters General Competency Model for The Health Sector

Fattahi¹,

Gorji²,

Bayat³

et al. 2020

Preprint

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Background An effective health headquarters has behaviors, knowledge, skills, and motivations that are behavioral, technical, and motivational prerequisites for successful performance in a job. This study aims to identify the general competencies of health headquarters to meet the needs of the health system.Methods To facilitate a consensus-building process on the development of public competencies, a multi-step approach was used. First, to identify the dimensions and components of general competencies in attracting health headquarters, the systematic review and meta-synthesis were used. Then, using a purposive critical case sampling, twenty-six participants were interviewed and the information was analyzed. In the third stage, the health headquarters were classified into three levels. To present the initial model of competencies, the Mini Delphi method was used. Finally, in the fourth step, to validate and finalize the pattern, the three-step Delphi method was used.Results The six dimensions of competency have been developed, which are (1) leadership and management (12 components), (2) analysis, interpretation, and reporting (6 components), (3) interpersonal relationships (4 components), (4) individual competencies (7 components), (5) cultural and community competencies (5 components), (6), and Administrative competencies (4 components). The leadership and management dimension, in both the first and second stages of this research, had the highest number of codes (42 and 25% of the total codes). Conclusion Since health headquarters play a major role in supervising and directing human resources and promoting the efficiency and effectiveness of the activities of health-related organizations, they should have a high level of management and leadership skills. It is important to pay attention to the competency level of the health headquarters, their classification, and the use of different competencies to attract each group of these headquarters. Also, due to the effective nature of the duties of third-level headquarters who are recruited to work at the highest headquarter level, these headquarters must have a high level of all competencies. Finally, using the competency model of health headquarters can help health organizations in achieving high visions, goals, and self-help strategies.

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“…Therefore, HiAP is an approach that addresses the social determinants of health that are the main factors of health outcomes and inequity in health, 11 as well as the effects of public sector decisions on health, considering the objectives of these determinants. 8 According to Iran's 4th five-year development plan, the Supreme Council for Health and Food safety was established as a structure to develop intersectoral collaboration. 12 In this regard, a set of indicators was developed for the evaluation of intersectoral collaboration in health sector reform.…”

Section: Introductionmentioning

confidence: 99%

“…The Health in All Policies (HiAP) approach, while concentrating on equity in health, states that all organizations and sectors have a role to play in public health. 8 HiAP is a tool to support decisions which address the impact of all policies, seek synergy to simultaneously promote health and enhance public health and welfare, and benefit from structures, mechanisms and planned actions by sectors beyond the health sector. 7 Most HiAP documents are prepared in developed countries with higher levels of welfare.…”

Section: Introductionmentioning

confidence: 99%

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Designing a toolkit for the assessment of Health in All Policies at a national scale in Iran

Damari

Heidari

Bonab³

et al. 2020

Health Promot Perspect

Self Cite

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Background: Equitable promotion of health indicators requires cooperation among different sectors more than ever. The "Health in All Policies" (HiAP) approach contributes to this process through strengthening intersectoral collaboration. To implement this approach at a national scale, indicators of health-oriented performance from various organizations, and their measurement methods, need to be precisely defined. The aim of present study was to design a toolkit for implementing HiAP in Iran. Methods: A review of literature and documents, as well as conducting semi-structured interviews and focus group discussions were undertaken to collect data for this qualitative study. Content analysis was applied to the collected data and the results were placed in three categories: criteria, sub-criteria and indicators; implementation processes; and implementation requirements. Results: The toolkit aims to achieve various objectives, including intersectoral excellence and the systematic development of intersectoral collaboration. In the process section, reports on measures taken by organizations are assessed by a three-member audit committee. The top three organizations, in terms of intersectoral cooperation in achieving public health goals, are introduced in a Health Week. Requirements for success in achieving the HiAP approach include financial resources to implement the HiAP, a database, an electronic method for submitting reports, training courses, monitoring and annual reporting of relevant indicators, and formulating regulations in order to assess organizations. Conclusion: Justification and training in various organizations to support the implementation of health-oriented measures, providing an annual ranking of organizations, and encouraging the organizations can contribute to the institutionalization of the toolkit through the SupremeCouncil for Health and Food Security. It is recommended that a Secretariat of sustainable development to be established under the Plan and Budget Organization (PBO) of the Islamic republic of Iran to monitor portfolio indicators.

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Public Health Activist Skills Pyramid: A Model for Implementing Health in All Policies

Cited by 13 publications

References 22 publications

Designing health headquarter workers general competency model for the national level: A multiple qualitative study

Designing health headquarter workers general competency model for the national level: A multiple qualitative study

Designing Headquarters General Competency Model for The Health Sector

Designing a toolkit for the assessment of Health in All Policies at a national scale in Iran

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