Developing State Leadership in Maternal and Child Health: Process Evaluation Findings from a Work-Based Learning Model for Leadership Development

Karl E Umble; Laura Powis; Alexandria M Coffey; Lewis Margolis; Amy Mullenix; Hiba Fatima; Stephen Orton; W Oscar Fleming; Kristen Hassmiller Lich; Dorothy Cilenti

doi:10.1007/s10995-022-03444-z

Developing State Leadership in Maternal and Child Health: Process Evaluation Findings from a Work-Based Learning Model for Leadership Development

Matern Child Health J. 2022 Aug;26(Suppl 1):156-168. doi: 10.1007/s10995-022-03444-z. Epub 2022 Apr 30.

Authors

Affiliations

¹ Department of Health Policy and Management, University of North Carolina - Chapel Hill, 113 Rosenau Hall CB #7411, Chapel Hill, NC, 27599-7411, USA. umble@email.unc.edu.
² The Association of Maternal and Child Health Programs, 1825 K Street Suite 250, Washington, DC, 20006-1202, USA.
³ Department of Maternal and Child Health, University of North Carolina - Chapel Hill, 135 Dauer Drive, Chapel Hill, NC, 27599, USA.
⁴ The National MCH Workforce Development Center, University of North Carolina - Chapel Hill, 135 Dauer Drive, Chapel Hill, NC, 27599, USA.
⁵ North Carolina Institute for Public Health, University of North Carolina - Chapel Hill, 135 Dauer Drive, Chapel Hill, NC, 27599, USA.
⁶ National Implementation Research Network, University of North Carolina - Chapel Hill, Campus, Box 8180, Chapel Hill, NC, 27516, USA.
⁷ Department of Health Policy and Management, University of North Carolina - Chapel Hill, 135 Dauer Drive, Chapel Hill, NC, 27599, USA.

Abstract

Objectives: Since 2013 the MCH Bureau has supported the National MCH Workforce Development Center to strengthen the Title V MCH workforce. This article describes the Center's Cohort Program and lessons learned about work-based learning, instruction, and coaching.

Description: The Cohort Program is a leadership development program that enrolls state-level teams for skill development and work-based learning to address a self-identified challenge in their state. Teams attend a Learning Institute that teaches concepts, skills, and practical tools in systems integration; change management and adaptive leadership; and evidence-based decision-making and implementation. Teams then work back home on their challenges, aided by coaching. The Program's goals are for teams to expand and use their skills to address their challenge, and that teams would strengthen programs, organizations, and policies, use their skills to address other challenges, and ultimately improve MCH outcomes.

Methods: This process evaluation is based on evaluation forms completed by attendees at the three-day Learning Institute; six-month follow-up interviews with team leaders; and a modified focus group with staff.

Results: Participants and staff believe the Cohort Program effectively merges a practical skill-based curriculum, work-based learning in teams, and coaching. The Learning Institute provides a foundation of skills and tools, strengthens the team's relationship with their coach, and builds the team. The work-based learning period provides structure, accountability, and a "practice space" for teams to apply the Cohort Program's skills and tools to address their challenge. In this period, teams deepen collaborations and often add partners. The coach provides accessible and tailored guidance in teamwork and skill application. These dimensions helped teams in develop skills and address state-level MCH challenges.

Conclusions for practice: Continuing professional development programs can help leaders learn to address complex state-level MCH challenges through integrated classroom-based skills development, work-based learning on state challenges, and tailored coaching.

Keywords: Leadership; Maternal and child health; Program evaluation; Workforce.

MeSH terms

Child
Child Health
Humans
Leadership*
Maternal-Child Health Centers*
Staff Development / methods
Workforce

Grants and funding

UE7M26282/maternal and child health bureau