• Webinar 1: Improving Your Injury and Violence Prevention Practice: How the Core Competencies Can Work for You (Held August 1)

• Webinar 2: Telling the Story of Injury and Violence Prevention (Held August 29)

• Webinar 3: Finding, Understanding, and Using Injury and Violence Data (Held September 26)

• Webinar 4: Creating, Implementing and Evaluating Effective Injury Prevention Interventions (Held October 24)

• Webinar 5: TODAY - Leading, Managing, and Inspiring: How the Core Competencies Can Benefit Your Program

• Webinar 6: December 19 - Communicating Competently to Create Change: the Power of Partnerships, Policy, and the Press

Presentation to: Presented by:Date:

Ability to build and manage an injury and/or violence prevention program

Safe States AllianceSteve Davidson, M.Ed., Retired Program DirectorLisa Dawson, MPH, Director, Injury Prevention Program, Georgia Department of Public HealthTuesday, November 28th, 2017

Describe How to Establish and Maintain an Advisory Group to Assist with the Development and Monitoring of Goals for Injury and/or Violence Prevention

Within a Population (e.g., a community, a state, among children, among Latinos, etc.)

• Who– What is the job description?– No bulls in a china shop

• What– Monitoring goals is only one piece of the pie– Evaluating individual and overall efforts, the advisory group is the only group that

only looks at the overall effort• Where

– Local, regional, state and national agendas, problems and resources• When

– All the time but at least 4 meetings a year• Why

– Accountability, Communication/Advocacy • How

– How do we engage the membership?

Discussion

Develop a Long-Range Plan for Injury and/or Violence Prevention and Identify Issues that May Impact Program Goals, Implementation, and Sustainability

• Who– Staff internal and external to program– Advisory Council and other advocates– A third skill set, the beg and grovel skill set to get things done with no

resources• What

– A visionary document that is both process and an end result that take into account multiple variables that have an effect on the ability to keep people safe (do the work of public health)

• Where– State level, low numbers aggregating – Data context

• When– At least every 2 years with election cycles

• Why – Articulating the need and justification for continued existence

• How– In spite of changes in departmental leadership, federal priority shift, state

leadership changes

Discussion

Identify Key Funding Sources for Injury and/or Violence Prevention Activities

• Who – Staff, Advisory Council, Department, Budget Director

• What– Looking at and engaging common agenda partners at the federal or state level– Funding partners

• Where– Local, state and federal

• When– Constant and opportunistic (conferences)

• Why– Resources needed

• How– Begging and groveling and selling

Discussion

Develop a Plan for Hiring, Supervising and Promoting the Professional Development of Staff

• Who– Program Director and staff along with the Advisory Council– Current public health, statistical, research and advocacy professionals

• What– Developing human resource capacity for the needs of the program– Future hiring and job descriptions should be cut and pasted out of the strategic plan – Ability to write well and translate and present data with relevant messaging – Transferable and applicable skill sets

• Where• When

– Ongoing and constant, especially critical during hiring• Why

– Assures sustainability and consistency, implementation of strategic plan present and future

• How– A series of discussions with staff and Advisory Council on where we are going and

how we are going to get there– Leverage current HR practice

Discussion

Describe Ways that Injury and/or Violence Prevention Can Be Integrated Into Other Programs and Identify Common Barriers to Integration.

• Who – Local and state decision makers engaged in injury prevention

• What– At the local level engaging:

• EH to do car seat check• LE to do the enforcement• ER staff to talk about local data• DFCS to utilize best practices

• Where– At the local level

• When – Opportunistic but once done becomes historical precedent

• Why– We are not funded to engage at the local level

• How – Demonstrate the ability to leverage program success

Discussion

Thank you!

Resources & Next Steps• Register for final webinar in the series or access past recordings:

http://www.safestates.org/?page=CoreCompTrngSeries

• Webinar 6: December 19: Communicating Competently to Create Change: the Power of Partnerships, Policy, and the Press