Post on 13-Jan-2017
Administration Division
Sept. 23, 2015
All Staff Meeting
Administration Division
• Morale building/boosting
• Opportunities for learning, avenue for training
• Meaningful opportunity for feedback
• Good time to network, get to know co-workers (existing and new)
• Open communication channel for leadership and staff to talk about future of
public health and applicable program/initiative/coalition/committee updates
• Staff recognition
Meeting Goals
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Time Time allotted Activity
1:00 - 1:15 15 minutes Video PresentationHousekeeping Notes
1:15 - 1:45 30 minutes Networking, Interactive Exercise with Table Mates 1:45 - 2:15 30 minutes Executive Leadership Team Presentation
2:15 - 2:25 10 minutes srhd.org Sneak Peek 2:25 - 2:40 15 minutes Break
2:40 - 3:00 20 minutes Strategic Plan – Action Plan Updates
3:00 - 4:30 90 minutes Equity Presentation and Activity 3.5 hrs
Meeting Agenda
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Commute Trip Reduction Survey
• What is SRHD’s CTR program?
Click icon to add picture
Administration Division
Commute Trip Reduction
Survey
Need 95% or better
participation
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NETWORKING Get to know your co-workers better with interactive exercise
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Networking Round I
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Networking Round I
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Networking Round I
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EXECUTIVE LEADERSHIP TEAM Presentations on current, future initiatives
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Executive Leadership TeamTorney Smith, Administrator
Sheila Masteller, Community and Family Services Director
Lyndia Wilson, Disease Prevention and Response Director
David Swink, Environmental Public Health Director
Kyle Unland, Health Promotion Director
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srhd.org Reveal and Next StepsA sneak peak and info on content migration
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What’s New• Robust search engines (one is smart fill, both driven by meta-data)• Easy backend access for programs to update own content• Lots of opportunity for two-way interaction with user, social media plug-ins, visually-
driven features• Multiple opportunities for featured items• Consistency in formatting and content• Grammar, capitalization, second-person narrative, etc• Call to Action for every page• Sidebar can accommodate for multiple promotions• Blogging• Cross-linking strategies between pages and back to homepage (shared master
calendar)• Video embedding on subpages• Linkages to available data• Design element that includes relevant facts and figures to drive home information• Expanded related resources
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Next Steps
• Completed templates turned over to program managers next week• Will include guidance for deadlines and how to
create and/or eliminate pages• Staff start thinking about what might stays
and what goes, what needs edited
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BREAK15 minutes
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STRATEGIC PLAN UPDATEDetails on Action Plan implementations from leads
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Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
Lead: Dr. McCullough
A111: Identify additional opportunities for staff to provide input into agency activities
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Presenter: Colleen O’Brien, Program Manager,Infant Toddler Network, Maternal Child Health, Children and Youth with Special
Health Care Needs and Oral Health programsLead on behalf of Workforce Development Committee
A112: Provide training and tools for managers to practice meaningful recognitions
Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
Administration Division
Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
Lead: Heather Davis, Human Resources Specialist
A113: Develop mechanisms to provide employee recognition through the agency on a regular basis.
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Lead: Dr. McCullough
A121: Enhance leadership development opportunities
Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
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Lead: Kyle UnlandLead on behalf of Living Well Committee
A133: Evaluate access to opportunities to improve health and wellness, regardless of program or location
Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
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Lead: Jennifer Timoney, Program ManagerOpioid Treatment ProgramLead on behalf of Quality Council
A141: Explore opportunities to enhance cross-program sharing of ideas and resources and coordinating in meeting needs of clients
Strategic Plan – Goal 1Foster a positive work environment that develops, values and supports employees
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Lead: Linda GrahamHealth Policy and Communications
A211: Review agency communication, including roles and responsibilities, capacities, methods and needs.
Strategic Plan – Goal 2Strengthen proactive and effective communication,
within the agency and in the community
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Lead: Linda Graham
A321: Encourage adoption of policies to address inequities by promoting a health-in-all-policies perspective and the use of health and equity impact analysis tools.
Strategic Plan – Goal 3Enhance agency efforts to reduce inequities
that contribute to health disparities
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Lead: Rowena Pineda, Program ManagerNeighborhoods Matter and Weaving Bright Futures
A311: Provide ongoing education to staff about inequities and cultural competencies.
Strategic Plan – Goal 3Enhance agency efforts to reduce inequities
that contribute to health disparities
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Communicating Within a Culture of Poverty and Chronic Crisis – Top
Ten!
Presented By:Amy Yardley, Yardley Training & Consulting
www.yardleytc.com
Administration Division
1. People living in Poverty/Chronic Crisis have a different life experience than those with middle-class or higher
resources
• These life experiences shape a perspective that influences decision-making.
• “Valuable” information comes from family or friends or other relationships via spoken word – often in a story that has been related.
• Written materials, notices, flyers, brochures, letters etc. may have limited impact because the favored form of communication is ORAL.
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2. Middle Class Values Systems are the Standard
• Systems for ‘helping’ those in poverty and chronic crisis are set up on a Middle Class Values System.
• Values that include an emphasis on long-term planning and strategizing, saving, relying on the printed word for proof.
• Values that EXPECT people to react in a certain way to a certain set of circumstances and/or resources.
• Values that EXPECT a predictable set of MOTIVATIONS.
• Favored form of communication is WRITTEN.
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3. Reframe Conflicts of Communication to Conflicts of Expectations
• Conflicts in Communication are really just Conflicts in Expectations.
• Motivation differs between social classes.
• Personal Experiences Shape Our Expectations
• Our expectations of what others “should do” or “can do” is based upon our own PERSONAL life experiences.
• We say “if that were me, I would……”
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4. All Humans Are Inclined to Socialize and Hang Out With People Who Are Very Similar to Themselves.
The first rule of changing your life (regardless of class status) is to change your network of associates. - smoking, drinking, dieting, spirituality etc.
Connect people to as many people as possible who are NOT CURRENTLY living in crisis. For example: – If you are working on poverty – connect to as many people
NOT in poverty. – If you are working on delinquency, connect to as many
people NOT engaged in criminal activity.
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5. Decision Fatigue Has a Greater Effect on Those in Poverty/Crisis
• Decision Fatigue is a biological state that happens to everyone.
• If you are using most of your decision making power on basic needs (pay the rent or buy food), you have less DM power for other things.
• In DF, people will make one of two choices – Risky Choice or No Choice at all.
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6. There are Concepts That Poverty and Chronic Crisis Teach
Fate Failure Future Money
Emotions Education Jobs
Penalties Nutrition/Fitness Police
Education Doctors/Dentists
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7. There are Hidden Rules or Concepts of the Middle Class
• Future is what you make it.• Failure is not an option – try harder and don’t give
up!• You control your own fate.• Money is to be saved and invested and shared
through charitable donations.• Be in control of your emotions at all times.• Education is the pathway to success.• Penalties and discipline are to be avoided.
Administration Division
8. What’s My Part? - Bridge the Expectation Gap
• Be aware of the unspoken expectation and motivation gap.• Use stories that are relatable to reach those from Oral
Cultures.• LISTEN to THEIR story.• Use stories to create VISUAL IMAGERY.• Consider how FEAR and STRESS affect growth and decision
making.• DO NOT rely on one method of communication.
Standardization of communication will lessen your ‘reach’ and will affect your intended outcomes.
Administration Division
9. Written materials will only reach a certain segment of your intended audience.
DO NOT rely on one method of communication. Standardization and
automization of communication will lessen your ‘reach’ and will adversely affect your
intended outcomes.
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10. Believe in EVERYONE’S ability to Learn and Grow Throughout Their Lifetime.
• Everyone has the ability to learn – it just may not be in the “traditional” way and it may take longer than you expect.
• Add to a person’s resiliency bank without an expectation that YOU will see the results.
• Go beyond simply reflecting strengths – use imagery to override potential negative self talk/self image.
• People who have moved out of poverty or crisis will nearly always mention a particular PERSON who helped them, not a program.
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The Art of the Story
• Creates framework for understanding and is a mechanism for memory.
• Creates vivid visual imagery (with IDENTIFICATION).
• Creates energy/inspiration/motivation.• Positions problems in the foreground and
then shows overcoming them. Moves from FEAR to SUCCESS.
Storytelling Exercise
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Wrapping Up
• Any questions?• Thank You to All Staff planning team• Thank You to Torney for centerpieces• Thank you to staff for commitment to
agency and to public health
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About SRHDMission As a leader and partner in public health, we protect, improve and promote the health and well-being of our communities.
VisionHealthy Lives. Safe Environments. Thriving Communities.
Values Integrity Compassion Respect Equity Collaboration Innovation