MCH Navigator Webinar
January 10, 2012
Laura Kavanagh, MPP
Department of Health and Human Services
Health Resources and Services
Administration (HRSA)
Maternal and Child Health Bureau (MCHB)
Division of Research, Training and Education
Welcome to the MCH Navigator!
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Need for Workforce Development
Top Three Training Needs of Title V Program Staff
100
90
82
75
Percent of State Programs
80
67
70
68
60.5
60
45
50
40
27
30
36
32
49
54
48 49 47
41
39
33
22
20
10
1
2
0
0
No Training
Family Centered
Communication Public Health/Title
Needs
Care, Medical
V Knowledge
Home
Base
Title V Programs Combined (N=93)
Management
CYSHCN (N=44)
Leadership
Critical Thinking
Development
MCH (N=49)
Grason, H., Kavanagh, L., Dooley, S., Partelow, J., Sharkey, A., Bradley, K.J., & Handler, A. (2010) Findings from
an Assessment of State Title V Workforce Development Needs. Maternal and Child Health Journal, [electronic
publication ahead of print]. doi: 10.1007/s10995-010-0701-9
Barriers to Professional Development
Travel restrictions (69%)
Difficult to take time away from work (63%)
Cost (61%)
Geographic barriers (23%)
Grason, H., Kavanagh, L., Dooley, S., Partelow, J., Sharkey, A., Bradley, K.J., & Handler, A. (2010) Findings from
an Assessment of State Title V Workforce Development Needs. Maternal and Child Health Journal, [electronic
publication ahead of print]. doi: 10.1007/s10995-010-0701-9
2010 Needs Assessment Findings
Key workforce Development Needs & Challenges
State MCH programs need a competent workforce
• Standardized and ongoing workforce training, including funding
• Strategies to address capacity shortages
• Strategies for succession planning
State MCH programs are challenged by
• Aging workforce
• Retirement incentives
• Retention of staff
• Technology limitations
• Limited access to training (geography, funding)
Source: Lauren Raskin Ramos, The MCH Workforce: Developing Our Base and
Building for the Future, Presentation at American Public Health Association, 2011.
2010 Findings, Cont’d
9 states/territories identified workforce capacity and training needs as a priority
area including:
• identifying training needs, securing adequate funds for training, leadership
development and mentoring, measurement of efforts
• competencies and skills around data analysis and program evaluation
State Priority Examples
• TN – Design and implement a workforce development
• program
• MD – Focus on leadership development and mentoring next generation of
public health leaders
• OK - Invest in existing MCH workforce leadership competencies - data
analysis, program evaluation
Source: Lauren Raskin Ramos, The MCH Workforce: Developing Our Base and
Building for the Future, Presentation at American Public Health Association, 2011.
Multiple Investments in Training
Thank you to all the diverse partners
who participated in this labor of love
Visit: http://navigator.mchtraining.net/
Design Team Members
Public Health Faculty
Anita Farel, DrPH (Gillings School of Public Health, UNC at Chapel Hill)
Arden Handler, DrPH (UIC School of Public Health)
Colleen Huebner, PhD, MPH (University of Washington School of Public Health)
Deneen Long (Howard University)
Jeanette Magnus, MD, PhD (School of Public Health & Tropical Medicine, Tulane University)
Shokufeh Ramirez, MPH (School of Public Health & Tropical Medicine, Tulane University)
Beverly Mulvihill, PhD (UAB School of Public Health)
Marjory Ruderman, MHS (Johns Hopkins School of Public Health)
State Government
Cathy Taylor, DrPH, MSN, RN (Tennessee Department of Health)
Joan Wightkin, DrPH, MPH(Louisiana Department of Health & Hospitals)
Violanda Grigorcscu, MD, MSPH (Michigan Department of Community Health)
MCH Students
Alyssa Crawford, MSPH
Nicole Steffens
Kathy Vetter
Sara Daleiden
Rachel Brzezinski
Heather Skanes
Vetting and Consultation – AMCHP Workforce Committee, CityMatCH E-TAG, 35 State and Local MCH
Professionals