Management, One Health Course

1. Image from info.netcenter.net Management, One Health Course

2. COURSE LEARNING OBJECTIVES This module provides the student with an understanding of the skills needed to manage a One Health initiative including: • Planning for staffing, budget and resources • Implementing policies, procedures and systems are in place to guide and support the day-to-day operation of the initiative • Managing and monitoring the initiative to maximize effectiveness of One Health actions and desired health outcomes • Problem-solving and taking corrective action during the initiative and evaluating and sharing learning post project • Ensuring the safety and well-being of the One Health team

3. Module competencies • Competency #1 • Understand the difference between managing and leading and the importance of each to a successful One Health initiative • Competency #2 • Develop work plans to plan and monitor progress • Competency #3 • Ensure policies, procedures and systems are in place to guide and support the initiative

4. Module competencies • Competency #1 • Understand the difference between managing and leading and the importance of each to a successful One Health initiative • Competency #2 • Develop work plans to plan and monitor process to achieve results • Competency #3 • Ensure policies, procedures and systems are in place to guide and support the initiative

5. Module competencies (continued) • Competency #4 • Oversee implementation and monitor the initiative to maximize effectiveness of One Health actions and desired health outcomes • Competency #5 • Overcome barriers, solve problems, and apply corrective actions during the One Health initiative. Evaluate and share learnings post-initiative. • Competency #6 • Ensure the safety and well-being of the One Health Team

6. Module overview

7. Introduction to One Health Management Module Management, One Health Course

8. Objectives • Introduce the project management process • Understand the different roles one plays in a One Health initiative throughout the project life cycle: • Managing to create predictability and order to ensure results are produced • Leading to create positive disruption and large-scale change.

9. QUESTION? What is the difference between management and leadership?

10. LET'S SEE www.kotterinternational.com/our-principles/change-leadership

11. MANAGEMENT? • Management is about coping with complexity • Its practices and procedures are largely responses to one of the most significant developments of the twentieth century: the emergence of large organizations. 

12. MANAGEMENT? Without good management, complex enterprises tend to become chaotic in ways that threaten their very existence. Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products.

13. LEADERSHIP • Leadership, by contrast, is about coping with change. • The net result is that doing what was done yesterday, or doing it 5% better, is no longer a formula for success. • Major changes are more and more necessary to survive and compete effectively in this new environment. More change always demands more leadership.

14. THE DIFFERENCE

15. THE DIFFERENCE

16. THE DIFFERENCE

17. Imagine • . . . that your professor asked you to organize a one day symposium for a visiting scholar. You are to invite everyone in the department and university leaders. • What activities/tasks/steps need to be taken? • How long should each take? • Who should be involved?

18. Project Triangle

19. What do you think? • What do you feel is the primary role(s) of a manager? • Can you separate leadership and management? • What has been your experience? For advanced groups: Think about where you spend most of your time. Leadership/management? Is it the right percentage?

20. Work Plans: The Key to Successful One Health Initiative Management Management, One Health Course

21. Why would you want to create a work plan for a One Health Project?

22. A project work plan… • Records planning assumptions and decisions • Facilitates communication among stakeholders • Documents scope, cost and schedule

23. A project work plan answers the questions… • Why? – Why are we doing the initiative? • What? - What is the work that needs to be performed to successfully complete the initiative? What are the major products/deliverables? • Who? - Who will be involved and what will be their responsibilities within the initiative? How will they be organized? • When? - What is the initiative’s timeline and when will particularly meaningful points, referred to as milestones, be complete? • Where? - Where is the activity or initiative taking place, e.g., the location?

24. Project Triangle

25. Project Triangle

26. Project Triangle

27. Project Triangle

28. Project Triangle

29. Progress tracked through indicators • Indicators are a way to track progress • Indicators can be • Quantitative • Qualitative

30. Develop a project plan in response to a possible pandemic threat Your Dean has asked you to quickly convene a group of One Health professionals to discuss how to respond to the threat of a Scrub Typhus (tsutsugamushi disease) outbreak. The Dean just finished a conference call with representatives from the Ministry of Health and the Department of Ecology and Wildlife Protection in which they request help from your University saying they were worried about the possibility of an outbreak of Scrub Typhus in the northern region. The Dean ended her meeting with you by saying, “You must move quickly. I need to know how to respond if there is an emerging pandemic threat in two weeks.

31. Basic Work plan

32. Raci chart • Responsible • Accountable • Consulted • Informed

33. Policies and Procedures: The Key to Guiding and Supporting One Health Initiatives Management, One Health Course

34. If we define… • POLICIES as tools that set boundaries within which we operate… • What value do you think policies bring to universities, government ministries, and One Health initiatives? • PROCEDURES as the series of steps or actions that we use to accomplish specific tasks… • What value do you think procedures add to One Health initiatives?

35. policies • Are general in nature • Identify company rules • Explain why they exist • Tell when the rule applies • Describe who it covers • Show how the rule is enforced • Describe the consequences • Are normally described using simple sentences and paragraphs

36. procedures • Identify specific actions • Explain when to take actions • Describe alternatives • Show emergency actions • Include warning and cautions • Give examples • Show how to complete forms • Are normally written using an outline format

37. What makes a good policy? • A good procedure?

38. What do you think? • How do you think policies/procedures benefit One Health initiatives? • When managing a One Health initiative, what do you think will be the challenges of getting teams to follow policies/procedures?

39. Tools for Managing One Health Initiatives Management, One Health Course

40. Six sigma • Is a set of tools and techniques for process improvement. • Is a process to improve the quality of outputs by identifying and removing the causes of defects and errors and minimizing variability

42. Select and research a six sigma tool Improvement Brainstorming Systems diagrams Control Check process • Define • Affinity diagrams • Process flow diagrams • Measure • Histograms • Pareto Charts • Analyze • 5 Whys • Cause and effect diagrams • Fishbone diagrams

43. Monitoring Implementation to Achieve Outcomes Management, One Health Course

44. Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing. Thomas A. Edison Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort. Paul J. Meyer Plans are nothing; planning is everything. Dwight D. Eisenhower Let our advance worrying become advance thinking and planning. Winston Churchill Anticipating risks and planning for change

45. Homework • The Daily Stress Log is a diary to record when you are feeling stressed in order to increase your awareness of what causes you stress. For 2-3 days before this class, note any and all activities that put a strain on your energy and time, trigger anger or anxiety, or precipitate a negative physical response. Also note your reactions to these stressful events.

46. homework Daily Stress Log Name:___________________________ Date:__________________ *Tension level: 1 = Slight 2 = Moderate 3 = Strong 4 = Intense Major source of stress today: ______________________________ Assessment of how you managed stress today:

47. Managing Team Safety and Well-Being MANAGEMENT, One Health Course

49. Emergency communication plans • Assigned roles and responsibilities • Emergency contacts (e.g., police, fire department, doctors) • Contact list of all personnel • Phone/e-mail trees • Employee evacuation plan • Website and/or phone/voice mail emergency messaging plan • System to account for all personnel • Stakeholder communication plan including clients, regulatory agencies, etc. • Media communication plan • Training and summary booklets/brochures/cards