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LEONARD J. MARCUS, Ph.D. Harvard Center for Public Health Preparedness National Preparedness Leadership Initiativ

Achieving National Preparedness. National Governors Association Center for Best Practices. Partnerships between Public agencies and academia: Building CONNECTIVITY To advance PREPAREDNESS. LEONARD J. MARCUS, Ph.D. Harvard Center for Public Health Preparedness

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LEONARD J. MARCUS, Ph.D. Harvard Center for Public Health Preparedness National Preparedness Leadership Initiativ

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  1. Achieving National Preparedness National Governors Association Center for Best Practices Partnershipsbetween Public agencies and academia: Building CONNECTIVITY To advance PREPAREDNESS LEONARD J. MARCUS, Ph.D. Harvard Center for Public Health Preparedness National Preparedness Leadership Initiative Program for Health Care Negotiation and Conflict Resolution

  2. Academic centers for Pubic health preparedness Located within schools of public health, the national network of 22 Academic Centers for Public Health Preparedness is a workforce development initiative designed to ensure that frontline public health and health care workers are prepared to respond to any biological, chemical, radiological or nuclear threats or emergencies, as well as infectious disease outbreaks and natural disasters.

  3. Academic centers for Pubic health preparedness Partnership for Advancing Public Health Practice and Preparedness ASTHO NACCHO Centers for Disease Control and Prevention Association of Schools of Public Health

  4. Academic centers for Pubic health preparedness SCHOOLS Columbia University Mailman School of Public Health Center for Public Health Emory University, Rollins School of Public Health Harvard School of Public Health Johns Hopkins Bloomberg School of Public Health Saint Louis University School of Public Health Tulane University School of Public Health and University of Alabama at Birmingham School of Public Health* University at Albany SUNY School of Public Health University of California at Berkeley School of Public Health University of California at Los Angeles School of Public Health University of Illinois at Chicago School of Public Health

  5. Academic centers for Pubic health preparedness SCHOOLS University of Iowa: Center for Public Health Practice University of Medicine and Dentistry of New Jersey School of Public Health University of Michigan School of Public Health University of Minnesota School of Public Health University of North Carolina Chapel Hill School of Public Health University of Oklahoma College of Public Health University of Pittsburgh Graduate School of Public Health and  Ohio State University School of Public Health* University of South Carolina, The Norman J. Arnold School of Public Health University of South Florida College of Public Health University of Texas School of Public Health University of Washington School of Public Health and Community Medicine

  6. Academic centers for Pubic health preparedness PURPOSES and ACTIVITIES • Support state and local public health agencies in achieving • preparedness by assessing their needs and providing • technical assistance. 2. Develop and deliver competency-based training in BT preparedness. 3. Ensure best practices. 4. Evaluate trainings thereby ensuring cost-effectiveness and minimizing duplication. • Expand access to training for public health professionals • across the Nation. • Evaluate the success of these tailored trainings in meeting • national goals for preparedness.

  7. Connectivity:THE DILEMMA OF THE CUBE Peep hole B Peep hole A Peep hole A Peep hole B

  8. Negotiation & Conflict resolution For public health preparedness “CONNECTIVITY” A seamless web of people,organizations,resources, & information that can best catch,contain,and control a bioterrorist incident

  9. What is necessary To achieve connectivity? “CONNECTIVITY” Linkages A seamless web of people,organizations,resources, & information Operations that can best Assets catch,contain,and control Decisions a bioterrorist incident

  10. What are the greatest Obstacles to connectivity? Symptoms of conflict Linkages not in place Operations Assets impeded not ready Decisions Lousy

  11. connectivity Differential Levels of Connectivity High Integrated systems Parallel systems Middle Competitive systems Low

  12. connectivity Decisions Integrated Decision-making occurs together on most topics Decision-making occurs on specific topics Parallel Separate decision making Competitive

  13. connectivity Emergency Preparedness Integrated Key systems, people, resources, & information closely linked The job gets done with limited efficiency & effectiveness Parallel System components unlinked with overlaps and gaps Competitive

  14. collaboration “Whole Image Negotiation” Interdependence - Fit - Collaboration Imagination- Time dimensions Interest based - Mutual benefits “W.I.N.”

  15. conceptual Framework for PROBLEM SOLVING MULTI-DIMENSIONAL PROBLEM SOLVING Classic adversarial conflict Uni-dimensional problem solving “Me for Me” Two-dimensional problem solving “Me against You” Collaboration “Us together”

  16. connectivity Differential Levels of Connectivity High Integrated systems Interest-based negotiation Multi-dimensional P.S. ? Walk in the Woods Performance Values Models Methods Parallel systems Middle Leadership Performance Power plays & dominance ? Uni, Two-dimensional PS Competitive systems Positional bargaining Low

  17. connectivity Improving System Performance High YOUR JOB YOUR JOB System Performance ? Performance Middle Performance YOUR JOB YOUR JOB ? Everyone doing their job very well Low Everyone connecting their efforts

  18. connectivity Give Yourself and Your System a Connectivity “Grade” ? A Integrated What can you do to improve your grade? B ? ? C Parallel D ? ? F Competitive

  19. BARRIERS TO NEGOTIATING Collaborative strategies Which door do you choose? Pay $$$ Get $$$ A B Perceptions of risks? Door A Door B Perceptions of rewards? Decision analysis: what criteria influence your decisions?

  20. BARRIERS TO NEGOTIATING collaboration: Preparedness Which door do you choose? Pay $$$ Get $$$ A B Risks of Terrorism? Door A Door B The Rewards of Funding? Decision analysis: what criteria influence your decisions?

  21. THE ALIGNED and connected Seamless web Strategy - Leadership - Productivity Consistency Direction Internal External

  22. responsibility CONNECTIVITY Each person and each entity that is part of the bioterrorism preparedness effort… …has the responsibility to promote efforts to build collaboration, manage differences (conflicts), and work toward resolving them. To create a strong web of surveillance, Detection, and response

  23. Partnershipsbetween Public agencies and academia: Building CONNECTIVITY To advance PREPAREDNESS Leonard J. Marcus, Ph.D. Thank you

  24. For more information: Leonard J. Marcus, Ph.D. Harvard Center for Public Health Preparedness 677 Huntington Avenue Boston, MA 02115 617-496-0867 To contact Dr. Marcus by e-mail: ljmarcus@hsph.harvard.edu

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