Emergency Initiative Competency Model.

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Emergency Authority Competency Model February 2009 Review Venture Target Venture Methodology and Philosophy Competency Model Inputs and Sources What are Abilities and In what capacity will They be Used? The Emergency Initiative Competency Model Reconciliation and Next Steps Venture Objective
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Emergency Leadership Competency Model February 2009

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Overview Project Objective Project Approach and Methodology Competency Model Inputs and Sources What are Competencies and How will They be Used? The Crisis Leadership Competency Model Integration and Next Steps

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Project Objective Define ideal execution of CDC pioneers amid general wellbeing crises, as a different gathering of practices particular from conventional initiative abilities.

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Project Approach and Methodology Iterative Process of Qualitative Analysis Collect and Code Qualitative Data (Sep 3 – Oct 12) 2. Draft Competency Model (Oct 15 –Oct 26) 3. Approve Competency Model (Oct 29-Nov 16) 4. Finish Proposed Competency Model (Nov 19 – Dec 7) 5. Incorporation Plan (Dec 10– Dec 14) HHS four level authority competency model CDC iLEAD skills supplement School of Preparedness and Emergency Response Competencies (SoPER) HHS Learning Portal (LMS) Literature audit Expert meetings Online study CDC master workgroup Senior initiative briefings and support – OWCD (March 12) and COTPER (April 17) CDC master workgroup

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Literature Review Sources Federal and Other Agency/Organization Documents CDC Four-Tier Leadership Competencies CDC Preparedness & Emergency Response Functional Competencies Hurricane Katrina Response Overview – March, 2006 MPRI Proposed Crisis Leadership Competencies National Public Health Leadership Competency Framework – National Public Health Development Network, 2005) Preparedness and Crisis Leadership Education Toolkit – Centers for Public Health Preparedness (CPHP), Preparedness and Crisis Leadership Education Exemplar Group Lominger\'s Leadership Architect⮠Competency Library Bioterrorism and Emergency Readiness: Competence for all Public Health Workers – The Columbia University School of Nursing Center for Health Policy, 2002 Emergency Preparedness and Response Competencies for Hospital Workers – The Columbia University School of Nursing Center for Health Policy, 2003 Books and Journal Articles Crisis Leadership: Planning for the Unthinkable (Mitroff, 2003) Crisis Leadership: Using Military Lessons, Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the People You Lead (Klann, Center for Creative Leadership, 2003) Meta-Leadership and National Emergency Preparedness: A Model to Build Government Connectivity (Marcus, Dorn, & Henderson, 2006)

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Literature Review Sources (proceeded) Are you Ready to Make Effective Decisions when a Disaster Strikes? Methods for Crisis Decision-Making (Naglewski, 2006) Competency Development in Public Health Leadership (Wright, Rowitz, Merkle, et al., 2000) Crisis Leader Research: Framework and Measurement Tool (Hadley & Pittinsky, Center for Public Leadership, Kennedy School of Government, Harvard University) Decision Processes During a Crisis Response: Exploratory Investigation (Hale, Hale & Dulek, 2006) Development and approval of the Crisis Leader Efficacy in Assessing and Deciding (C-LEAD) Scale (Hadley, Pittinsky, & Zhu, 2003) Do Crisis Plans Matter? New Perspectives on Leading During a Crisis (Schoenberg, 2005) Evolving Role of the Public Sector in Managing Catastrophic Disasters (Kapucu & Van Wart, 2006) Healthcare Worker Competencies for Disaster Training (Hsu, Thomas, Bass, et al., 2006) How to Display Competencies in Times of Crisis (James & Wooten, 2005) Preparing for a Crisis (Power, 2004) Selecting and Developing Crisis Leaders utilizing Competency Based Simulations (Yusko & Goldstein, 1997) Strategic Leadership Competencies (Wong et al, Strategic Studies Institute, 2003) “Thinking the Unthinkable”: Leadership’s Role in Creating Behavioral Readiness for Crisis Management (Smits & Ezzat Ally, 2003)

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Expert Interviews Conducted Mr. Dan Ahern – Director, Leadership Performance Systems Dr. Rich Besser - Director, COTPER Dr. Jay Butler - Program Director, DEISS, NCPDCID, CCID, Alaska Dr. Mitch Cohen - Director, CCID Dr. Scott Deitchman - Assistant Director, Emergency Preparedness, NCEH Ms. Donna Dinkin – Director, National Public Health Leadership Institute, University of North Carolina School of Public Health Mr. Eric Gebbie – Public Health Preparedness Group, Center for Advancement of Distance Education, University of Illinois at Chicago Mr. Joe Henderson - Acting Chief Operating Officer Dr. Ali Khan - Deputy Director, NCZVED Dr. Josephine Malilay - Associate Director for Science (Acting), NCEH Dr. Lenny Marcus – Co-Director, National Preparedness Leadership Initiative - Harvard School of Public Health Mr. Phil Navin - Director, Division of Emergency Operations, COTPER Dr. Tom Sinks - Deputy Director, NCEH/ATSDR Dr. Kate Wright – Director, Heartland Centers for Public Health and Community Capacity Development, St. Louis University School of Public Health

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CDC SME Workgroup Members Ms. Sherrie Bruce (CDC/CCID/NCPDCID) Mr. Toby Crafton (CDC/CCID/OD) Mr. Daniel (Dan) Holcomb (ATSDR/OA/OD) Dr. Richard Hunt (CDC/CCEHIP/NCIPC) Mr. Richard A . Jones II (CDC/CCHIS/NCHM) Ms. Wanda King, (CDC/COTPER/DSLR) Dr. Dennis D. Lenaway (CDC/OD/OCPHP) Dr. Mehran S. Massoudi (CDC/OD/OWCD) Dr. Ralph O\'Connor (CDC/COTPER/DEO) Dr. Nicki Pesik (CDC/CCID/NCPDCID) Mr. Harald Pietz (CDC/OCOO/OD) Dr. Sven Rodenbeck (ATSDR/DHAC/CAPEB) Mr. Dwindle Rzeszotarski (CDC/COTPER/OD) Mr. Curtis Weaver (CDC/COTPER/DSNS)

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Online Competency Validation Survey The overview test was drawn from PWMS . The PWMS populace comprised of people rostered in administration parts inside of the IMS. People who had taken an interest in past exercises for this task were rejected (i.e. meetings and center gathering). The last overview populace included 231 pioneers . The study welcome was dispersed to 145 haphazardly chosen people. 58 people finished the overview, creating a reaction rate of 40%

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Competencies Traits and Motives What Are Competencies? Recognizable information, aptitudes and capacities that mean practices which thusly foresee work execution. A competency model is an arrangement of quantifiable achievement components (abilities) that incorporate the key practices needed for magnificent execution in a specific part. Source: Adopted from “Competence At Work” by Spencer and Spencer

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How are Competencies Used? Association Strategy Talent Strategy Talent Acquisition Talent Management Recruiting Selection Employee Assimilation Performance Management Rewards and Recognition Succession Planning Career Planning Leadership & Employee Development Competencies

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How will the CDC Crisis Leadership Competency Model be Used? The competency model will be utilized for the accompanying purposes: Serve as a guide for educational modules arranging exercises. Guide needs evaluation studies intended to recognize competency crevices, organize competency advancement territories, and interests in preparing. Serve as an apparatus for people to self-evaluate saw fitness and advise singular improvement arranges. Aide enlisting and determination of possibility for key CDC IMS initiative positions. Help with translating and comprehension activity and reaction execution crevices.

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Team Leadership Communication Situational Awareness Connectivity Crisis Leadership Competency Model Courage and Perseverance Integrative Thinking Emotional Effectiveness Credibility Decisiveness Crisis Leadership Competency Model This model lays out the nine abilities that were resolved to be the most basic for pioneers in a general wellbeing crisis reaction circumstance.

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Crisis Leadership Competency Model Communication Communicates adequately and succinctly with inward and outside groups of onlookers notwithstanding restricted, obscure, upsetting, and negative circumstances. Communicates the emergency circumstance, mission, desires for reaction colleagues and choices in clear and convincing terms proper for the intended interest group Initiates correspondence utilizing vertical and flat channels of correspondence to keep administration, companions and subordinates educated. Competency Statement: Communicates amid times of emergency in a convenient, clear, precise, and honest way. Group Leadership Communication Situational Awareness Connectivity Crisis Leadership Competency Model Crisis Leadership Competency Model Integrative Thinking Courage and Perseverance Emotional Effectiveness Credibility Decisiveness Key Behaviors:

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Crisis Leadership Competency Model Connectivity Interacts viably with authorities, administration, subordinates and associates from distinctive offices and associations to take part in cross-useful exercises, offer data, and encourage joint effort crosswise over authoritative spaces. Utilizations impact and discretion aptitudes to achieve an objective, to construct agreement, or to determine a contention. Joins information of systems to effectively fulfill mission goals. Competency Statement: Activates a system of accomplices that compasses hierarchical areas and multi-jurisdictional organizations, and meets the quick (and changing) needs of the reaction. Group Leadership Communication Situational Awareness Connectivity Crisis Leadership Competency Model Crisis Leadership Competency Model Integrative Thinking Courage and Perseverance Emotional Effectiveness Credibility Decisiveness Key Behaviors:

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Crisis Leadership Competency Model Courage and Perseverance Takes suitable dangers and acknowledges obligation regarding the result. Addresses resistance rapidly, normally, and reasonably with due thought. Drives forward under troublesome circumstances. Shows unflinching adhere

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