Department of Health Policy and Management, University of North Carolina - Chapel Hill, 113 Rosenau Hall CB #7411, Chapel Hill, NC, 27599-7411, USA.
The Association of Maternal and Child Health Programs, 1825 K Street Suite 250, Washington, DC, 20006-1202, USA.
Matern Child Health J. 2022 Aug;26(Suppl 1):156-168. doi: 10.1007/s10995-022-03444-z. Epub 2022 Apr 30.
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.
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.
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.
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.
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.
自 2013 年以来，MCH 局一直支持国家 MCH 劳动力发展中心加强 Title V MCH 劳动力。本文介绍了该中心的队列计划以及在工作学习、指导和辅导方面的经验教训。
队列计划是一项领导力发展计划，它招收州级团队，以培养技能和基于工作的学习，以解决他们所在州的自我确定的挑战。团队参加学习研究所，教授系统集成、变革管理和适应领导能力、循证决策和实施方面的概念、技能和实用工具。然后，团队在家中利用辅导来解决他们的挑战。该计划的目标是让团队扩大和利用他们的技能来解决他们的挑战，并且团队将加强项目、组织和政策，利用他们的技能来解决其他挑战，并最终改善 MCH 结果。
本过程评估基于为期三天的学习研究所参加者填写的评估表；对团队领导进行的六个月后续访谈；以及与工作人员进行的一次修改后的焦点小组。
参与者和工作人员认为队列计划有效地将实用的基于技能的课程、团队中的基于工作的学习和辅导相结合。学习研究所提供了技能和工具的基础，加强了团队与教练的关系，并建立了团队。基于工作的学习期间为团队提供了结构、问责制和“实践空间”，以便将队列计划的技能和工具应用于解决他们的挑战。在此期间，团队加深了合作，并经常增加合作伙伴。教练在团队合作和技能应用方面提供了可访问和定制的指导。这些方面帮助团队发展技能并解决州级 MCH 挑战。
继续专业发展计划可以帮助领导者通过整合课堂技能发展、基于州挑战的工作学习和定制辅导来学习解决复杂的州级 MCH 挑战。
