Annual Report Fiscal Year 2022:
This section provides a summary of FFY22 activities, accomplishments, and challenges related to SPMs (2021-2025) for the Cross-Cutting/Systems Building Domain.
During the 2020 needs assessment, WY MCH established a new Title V Priority under the Cross-Cutting/Systems Building Domain: Strengthen MCH Workforce Capacity to Operationalize MCH Core Values. As a starting point for implementing this priority, all employees, including new hires, have taken the MCH Navigator self-assessment. The results of these assessments will help drive future training catered to each individual’s strengths and training needs.
During FFY22, WY MCH experienced turnover in key leadership positions, namely the MCH Unit Manager/Title V Director and the CYSHCN Director. The positions were rehired in February and April 2022, respectively. The new MCH Unit Manager/Title V Director is the former OTPHE manager, which means workforce development, health equity, performance management, and other core values will be strongly held and consistent priorities for WY MCH, providing continuity for the WY MCH team. The new CYSHCN Director has been with WY MCH for over a decade as our Newborn Screening and Genetics Program Coordinator. Her in-depth knowledge and experience in the MCH field will be a great asset to the unit as she grows into her new role.
Following health equity training that took place in FFY21, WY MCH was afforded five additional hours of technical assistance from the training provider, Human Impact Partners (HIP), a national leader in health equity in the public health field. The technical assistance occurred in FFY22, and was focused on transformational narrative, community engagement, and power mapping.
Finally, WY MCH continued its contract with Lolina Solutions, LLC through FFY22 to support a range of Title V planning and implementation tasks:
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Strategic implementation support:
- Facilitating 60/60s on each domain on a rotating basis
- Supporting WY MCH with performance management system development and alignment
- Consulting on partnership development, community engagement, and health equity in planning and implementation, with a focus on operationalizing core values
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Professional and leadership development
- Consultation on workforce development planning and implementation
- Leadership coaching
- Strengths-based team development
Annual Report Fiscal Year 2023 Supplement:
This section provides an interim update for FFY23 activities currently in-progress for the Cross-Cutting/Systems Building Domain.
During FFY23, the WY MCH unit manager began implementing strategies detailed in the FFY23 application. To date a few early accomplishments include:
Strategy 1
Develop and maintain a diverse workforce and a culture of belonging and inclusion within WY MCH.
- Developing hiring materials to support diversity, equity, and inclusion in the job postings and in interview questions.
- Established no-meeting Fridays and developed team commitments and expectations around how we show up together and around how we “unplug” from work.
Strategy 2
Develop, improve, and align professional development opportunities to increase competencies related to MCH core values and/or those that support staff well-being.
- Continued utilizing MCH Navigator assessment and requested compiled results to inform ongoing team development and workforce needs.
- All WY MCH employees developed a goal related to health equity training during the 2022-2023 employee performance cycle.
- Three WY MCH leadership staff participated in year-long professional development opportunities that centered equity. The CYSHCN director and YAYAHP participated in AMCHP’s Leadership Lab, which supported their individualized leadership plans, provided opportunities to connect with peers in MCH, and connected them to mentorship opportunities. The unit manager participated in the Diverse Executives Leading in Public Health program, which increased and strengthened her visibility and exposure in public health systems, facilitated access to key networks, supported the ongoing development of personal leadership identity, and offered executive coaching.
- The WIHP completed the Alliance for Innovation on Maternal Health Community Care Initiative (AIM CCI) Racial Equity Learning Series. This seven-module series covered content related to racism, institutional transformation, and personal and systemic change to advance maternal health outcomes.
- WY MCH participated in a Region 8 Tribal Engagement community of practice and is an engaged member of a division-level team working with Tribes to establish memorandums of understanding for further engagement and collaboration.
Strategy 3
Promote and integrate core values across all MCH domains and state priority needs.
- Launched a unit-wide strategy map that assures inclusion of core values and provides a comprehensive view of WY MCH across programs.
- WY MCH started participating in a FESAT community of practice and was paired with a family engagement coach to support our use of the tool and develop actionable next steps.
- Contributed to division-wide language services contract, providing for interpretation and translation. With this contribution, WY MCH was able to support Medicaid with translation support for Medicaid Unwind communication.
Strategy 4
Continue individual and team strengths development within WY MCH.
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