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MSc in PUBLIC HEALTH

MODULE: HS 7004
LEADERSHIP IN PUBLIC HEALTH
SUMMATIVE ASSESSMENT
DATE: 5TH JANUARY 2021
TIME: 3.OOPM

1
 ESSAY QUESTION

Critically examine the significance of leadership competence in

Professional Public Health Practice,
using the related frameworks to support your discussion.
Introduction

The public health system can efficiently serve society only if there is a proper scientific sound system
(Quinn, 2017). Leadership is a form of art that motivates a group of people or a specific individual to
move in a particular direction or to achieve a goal (Brownson et al., 2018). In this essay, it has been
widely discussed that different frameworks like Covey's model, NHS leadership model, Public health
skills and knowledge framework, UK public health register, and others effective in pointing the
significance of leadership in public health (Brownson et al., 2018). This essay also discusses the
application of leadership skills in both professional and personal perspectives, how to improve the
service to the public, the importance of the effective form of communication, and the various
leadership skills for the most effective management system in the field of public health.

Application in Improvement in
leadership skills service

Importance of
Effective Leadership Skills
communication

Effective
Management
system

Fig No.1 Brief Road Map of the paper

2
Discussion

Concept and application of leadership from both personal and professional perspectives

The term leadership in the field of public health has various meanings and various angles to look at it
from. Traditionally, leadership is defined as a collection of features or characters a person possesses to
manage a group of people for the flow of ideas and achieving the required goal (Ham C, 2003). Public
health experts can seek information from change management that is the implementation of a
systematic procedure and set of tools for lading people side, community development, and others to
attain an assumed result. Public health leadership associates with the capability of a person to impact
encourage and enable others to effort to the efficiency and success of their community or company in
which they work (Czabanowska et al., 2014). As per professional leadership, organisational
leadership is highly specific and works efficiently for a professional setting or a background. In a
certain organisation, the leader is responsible for the protection of the benefits of the organization,
uniting the workers of the organisation to achieve the task efficiently (Shanafelt et al, 2015). Public
health currently is at the crossway and is in the requirement of a leader who could assist materialize
the true public needs, which is to minimize effects of diseases, prolonging life, and promoting health
by the arranged efforts of the society (Acheson, 1988). The leadership is complete and is moving
towards a common goal only after the leader remains in constant communication with each member
of the team which is applicable both in personal and professional leadership (Piper G et al, 2017).
Communication and collaboration go hand in hand with each other as collaboration cannot exist
without proper communication (Lawrence and Scutchfield, 2012). Therefore, a collaborative idea
helps the project or an idea to move forward with the help of communication which acts as one of the
model characteristics of a personal leader (Yphantides et al., 2015).

3
As per Covey’s model, the principles of personal leadership in public health care to be proactive and
take conscious efforts to be responsible for your own decisions (Park, 2019).

Covey contends it is the character that should be developed to make economic progress, not the
personality. The 3rd propensity Covey discusses is the prioritisation of assignments. The theory
depicts the significance of keeping the needed things on the top (Jesse and Pharris, 2019). This
suggests that as a public health professional prioritization of responsibilities and being proactive are
the necessities. As per Thusini and Mingay (2019), NHS Leadership Model defines "Proper
communication with the team" as one of their key principles in the model. The leadership is complete
and is moving towards a common goal only after the leader remains in constant communication with
every member of the team (Thusini and Mingay, 2019). The NHS model also defines that it is
significant that the leader makes himself responsible for all the decisions he makes with every project
despite the results obtained from the team members. This is considered to be one of the key qualities
of a proper leader. According to Day CS et al. (2010), the public health skills and knowledge
framework (PHSKF) helps in the proper design of the management and also works to prevent
inequalities among different ethnicities and cultures. The operations are carried out through experts
(the public health staff) who are concentrated in leading and applying change activities, which are
developed to provide public health results (Bornioli et al., 2020). The model is applied by staff to
underline advantages or lack in their skills as groups and businesses to develop job descriptions for
employment (Bornioli et al., 2020).

4
Change Management process of service improvement in the field of Public health

The service side of the people must follow the structure's process for the improvement to efficiently
achieve the desired goal (Bornioli et al., 2020). Kotter's eight-step process helps in improving the
service in the field of Public health. They can help in increasing the preparedness for facing a
particular situation at hand. In addition to this, it can help in creating a group of people for improving
the service based on the diversity of the people and different cultures.

 Building a vision strategy based on the difficulties in the past

 Forming an organisation with people who are determined to stick with the protocol for service
improvement
 Keeping track of the improvements made with the evidence data
 Change in the entire organization or institution once significant results have been obtained
The improved nature of training is worried about the presentation of medical care faculty. Capability
(what wellbeing staff realizes how to do) is not constantly reflected by execution (what they do in
each clinical circumstance) (Bornioli et al., 2020). To help health care staff improve the nature of their
training appropriate ways should be found for helping them change their process of training (Bornioli
et al., 2020). Nonetheless, changing and complex human demeanor is quite troublesome. Along with
these points, continuous effort to foolproof the system, determination to strive, efficient leader,
innovative ideas, etc can help in the service improvement on a greater level in the public sector
(Bornioli et al., 2020). In addition to this, Shickle et al. (2019) have stated that as global health care is
changing on a rapid basis, the employees need to be highly volatile to the change management in the
field of the Public health sector every day. Against this view, Viens and Vass (2020) have discussed
that, in this way, it was made sure that there was minimal collateral damage to the service people and
the public.

According to UK Public Health Registry (UPHR), there are standards and principles set by the
public health leaders committed in the UK for proper servicing and leadership in the field of the
public health sector (Dannels et al, 2008). There is right now a bungle between the United Kingdom
public approach uphold for general wellbeing professional enlistment and the worth that enrolled
experts put on it and the enlistment policies of numerous the United Kingdom general wellbeing
bosses (Koczkodaj et al., 2019). In this model, public health is widely defined as the art of prolonging
the life of an individual by the efforts of an individual and society. As per the Public health skills
and knowledge framework (PHSKF), in Area C the function C1 tells us to make constant
improvements at any cost. This framework has a significant role in improving and making changes to
the leadership qualities in the field of public health. PHSKF is one of the important frameworks of all
other principal frameworks as the main goal of this framework targets public health and the skills
regarding it.

5
Significance of efficient communication and collaboration
Communication in this field is significant for the effective functioning of the entire public health
service system (Rosenman ED et al., 2014). In addition to this, they improve the daily efficiency of
the various operations, reduce the costs on a significant level, and help in developing a better
relationship between the public and the health sector. Proper communication among the staff in the
public health sector helps in reducing the errors to a significant level (Rosenman ED et al 2014).

 Transmission of the data to the public as a component of a general wellbeing reconnaissance

framework can be utilized to appraise the size of an issue, recognize bunches at higher danger
of having less fortunate results (Chan and Leung, 2018).

 Efficient sharing of results of a study or research gives significant data about illness patterns
and danger factors, results of treatment or general wellbeing intercessions, utilitarian
capacities, examples of care, and medical care expenses and use (Byrnes et al., 2021).
 Collaboration with colleagues in Public health suggests building relationships in which 2 or
more separate teams will voluntarily work in addressing common health problems (Andersen
et al., 2019).
 Moderation of the leadership in the public health plan and lead future leaders of the health
system (Chan and Leung, 2018).
 Help to improve the prevailing conditions includes helping food safety, health illness, HIV,
Alcohol-based and other problems in the community (Andersen et al., 2019).

6
According to Covey’s model, it has been identified that the most critical component of leadership in a
professional setting is the ability to implement the goals in a very systematic and cyclic manner.
Following the purpose, every day to reach consistency is highly responsible for the organization's
leader to see the state of improvement in a project every time (See Figure 1). Collaboration with the
team members and the other leaders in an organization is significant for the operation of the
organization as a whole (Shanafelt TD et al, 2017). As per NHS Leadership Model, one of the
principles of public health is proper communication with the team members which exclusively
discusses this particular learning outcome. They help to mediate the collaboration between a
professional leader and the employees in a particular sector. Therefore, both types of model are highly
essential for a perfect balance of leadership quality in society (Snook S et al, 2012).

7
Relevant leadership skills to enable effective personal performance and professional practice
The most critical component of leadership in a professional setting is the ability to implement the
goals in a very systematic and cyclic manner (Snyderman Ch et al, 2011). One of the significant
characteristics of personal leadership is the expertise in a particular subject that can help in guiding
the people in a specific direction (Taylor CA et al, 2008. They help to mediate the relationship
between a professional leader and the employees in a particular sector (Chan and Leung, 2018). As
per Covey’s model, these are some of the skills that are discussed in the proper leadership in the field
of public health. The first principle expects the people in the public health sector to understand the
concept themselves first before they put them into practice. The second principle discusses synergy
which is the highest form of leadership by combining all the other principles of the Covey (See figure
1). As per PHSKF, area A the function A1; measure and evaluate the needs of people regarding
health care. This is one of the important skills apart from the leadership for the proper running of a
system in the public health sector. The collection of research data and evidence also plays an
important role in the field of the public health sector for effective functioning. According to GPHPF,
one of the principles that cover the leadership qualities is to provide the appropriate documents and
the data necessary for the public and also in addition to this providing reference work for the public to
understand better is also a good public health practice.

8
Conclusion

Therefore, from this article above the application of leadership skills from both professional and
personal perspectives, how to improve the service to the public, the importance of the effective form
of communication, and the various leadership skills for the most effective management system in the
field of public health. These different models of leadership can be used in the field of health care for
improved service by the health care professionals. Therefore, from this above article, it is understood
that the different frameworks for the public health sector need to be followed regularly for the
effective functioning of the entire system. Proper communication among the staff in the sector helps
in reducing the errors to a significant level. In the absence of proper communication, there is a loss of
balance in the entire system, poor coordination, serious errors that can lead to the downgrade of the
entire public health system (Fraser TN et al, 2015).

9
References

Acheson, D., 1988. Public health in England: the report of the Committee of Inquiry into the Future
Development of the Public Health Function. London: The Stationary Office, pp.23-34.
Andersen, A.B., Beedholm, K., Kolbæk, R. and Frederiksen, K., 2019. The role of ‘mediators’ of
communication in health professionals' intersectoral collaboration: An ethnographically inspired
study. Nursing inquiry, 26(4), p.e12310.

Arroliga AC, Huber C, Myers JD, Dieckert JP, Wesson D, 2014. Leadership in health care for the 21st
century: challenges and opportunities. Am J Med . 273, 246–24

Bornioli, A., Evans, D. and Cotter, C., 2020. Evaluation of the UK Public Health Skills and
Knowledge Framework (PHSKF): implications for international competency frameworks. BMC
public health, 20(1), pp.1-8.

Brownson, R.C., Fielding, J.E. and Green, L.W., 2018. Building capacity for evidence-based public
health: reconciling the pulls of practice and the push of research. Annual review of public health, 39,
pp.27-53.

Byrnes, K.G., Kiely, P.A., Dunne, C.P., McDermott, K.W. and Coffey, J.C., 2021. Communication,
collaboration and contagion:“Virtualisation” of anatomy during COVID ‐19.  Clinical Anatomy, 34(1),
pp.82-89.

Careau E, Biba G, Brander R, 2014. Health leadership education programs, best practices, and impact
on learners’ knowledge, skills, attitudes, and behaviors and system changes: a literature review. J
Healthc Leadersh.6, 39–50

Chan, W.S. and Leung, A.Y., 2018. Use of social network sites for communication among health
professionals: systematic review. Journal of medical Internet research, 20(3), p.e117.

Czabanowska, K., Smith, T., Könings, K.D., Sumskas, L., Otok, R., Bjegovic-Mikanovic, V. and
Brand, H., 2014. In search for a public health leadership competency framework to support leadership
curriculum–a consensus study. The European Journal of Public Health, 24(5), pp.850-856.

Dannels SA, Yamagata H, McDade SA, 2008. Evaluating a leadership program: a comparative,
longitudinal study to assess the impact of the Executive Leadership in Academic Medicine (ELAM)
Program for Women. Acad Med.;83,488–495

Day CS, Tabrizi S, Kramer J, Yule AC, Ahn BS; . 2010, 2009–2010 Class of the AAOS Leadership
Fellows Program. Effectiveness of the AAOS Leadership Fellows Program for Orthopaedic Surgeons.
J Bone Joint Surg Am. 2700–2708

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Fraser TN, Blumenthal DM, Bernard K, Iyasere C 2015, . Assessment of leadership training needs of
internal medicine residents at the Massachusetts General Hospital. Proc (Bayl Univ Med Cent). 28,
317–320

Ham C., 2003. Improving the performance of health services: the role of clinical leadership. Lancet.
361,1978–1980

Jesse, G.R. and Pharris, L.J., 2019. HABITS OF HIGHLY PRODUCTIVE INFORMATION
SYSTEMS USERS: A LOOK AT ONE UNIVERSITY'S FACULTY, STAFF, AND
STUDENTS. Issues in Information Systems, 20(1).

Koczkodaj, W.W., Masiak, J., Mazurek, M., Strzałka, D. and Zabrodskii, P.F., 2019. Massive health
record breaches evidenced by the Office for Civil Rights data. Iranian journal of public health, 48(2),
p.278.

Lawrence, D.M. and Scutchfield, F.D., 2012. Contemporary public health: principles, practice, and
policy. University Press of Kentucky. 2, p.1-277.

Lo, D., McKimm, J. and Till, A., 2018. Transformational leadership: is this still relevant to clinical
leaders?. British Journal of Hospital Medicine, 79(6), pp.344-347.

Park, J.J., 2019. Leadership Development Instruction Program using Flipped Learning
Methodology. International Journal of Advanced Culture Technology, 7(3), pp.65-69.

Piper G., Gentile MC., Parks SD. 2007 Can Ethics Be Taught? Perspectives, Challenges and
Approaches at the Harvard Business School. 2nd ed. Boston, MA: Harvard Business Review Press

Quinn, B., 2017. Role of nursing leadership in providing compassionate care. Nursing Standard
(2014+), 32(16-19), p.53.

Rosenman ED, Shandro JR, Ilgen JS, Harper AL, Fernandez R. 2014 Leadership training in health
care action teams: a systematic review. Acad Med. 1295–1306

Shanafelt TD., Gorringe G., Menaker R., 2015. Impact of organizational leadership on physician
burnout and satisfaction. Mayo Clin Proc.90, 432–440.

Shanafelt TD., Noseworthy JH. 2017. Executive leadership and physician well-being: nine
organizational strategies to promote engagement and reduce burnout. Mayo Clin Proc.92,129–146.

Shickle, D., Stroud, L., Day, M. and Smith, K., 2019. The applicability of the UK Public Health Skills
and Knowledge Framework to the practitioner workforce: lessons for competency framework
development. Journal of Public Health, 41(1), pp.e109-e117.

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Snook S., Nohria N., Khurana R. 2012. The Handbook For Teaching Leadership: Knowing, Doing,
And Being. Thousand Oaks, CA: Sage Publications

Snyderman CH, Eibling DE, Johnson JT, 2011. The physician as team leader: new job skills are
required. Acad Med.;86, 1348

Stoller JK. 2013., Commentary: recommendations and remaining questions for health care leadership
training programs. Acad Med.;88,12–15

Taylor CA, Taylor JC, Stoller JK , 2008. Exploring leadership competencies in established and
aspiring physician leaders: an interview-based study. J Gen Intern Med.23, 748–754

Thusini, S.T. and Mingay, J., 2019. Models of leadership and their implications for nursing
practice. British Journal of Nursing, 28(6), pp.356-360.

Viens, A.M. and Vass, C., 2020. Frameworks and guidance to support ethical public health
practice. Journal of Public Health, 42(1), pp.203-207.

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competencies for the future. Frontiers in public health, 3, p.24.

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13
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1
You are required to identify 4 development areas to complete your plan
SELECTED MODEL or FRAMEWORK

COVEY

THE NUMBER or SECTION SELECTED Habit 1 – Be proactive

PLEASE NOTE ANY CROSS REFERENCES ___PHSKF - __ Function C2 - Effective communication

Development Area Proper efficient Communication

Current level of Proficiency Proficient

Target Proficiency EXEMPLARY

SMART Actions required Resources / Timescale Evidence needed to show achievement Completion date
Opportunities
AIM 1 To become proactive in managing team works
OBJECTIVE 1 Literature 4 months Effectively able to predict plan for any 30/4/2021
Developing skills or foresight Reading and
development or change in the company
articles
OBJECTIVE 2 Proper 5 months Able to identify the risks related to works in 30/5/2021
To able to identify and manage risks or challenges organization and
public health and change management
plan
OBJECTIVE 3 An effective 6 months Keeping track of the strategic growth and 30/6/2021
To increase the capability of strategic panning group of
implementation of public health policies
managers
OBJECTIVE 4 Frameworks like 6 months Proper time management skills to finish 30/6/2021
To able to increase time management skills Covey
works

14
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1
NOTES
Along with these points, continuous effort to foolproof the system, determination to strive, efficient leader, innovative ideas, etc can help in the
improvement of the foresight skill. In addition to this, as health care is changing on a rapid basis it is important for the employees to be highly volatile to the
change and adapt themselves to the changes happening, follow the regulations proposed by the leader and others to see an evident change. Proper time
management is required in the public sector to help in reducing the errors to a significant level. In the absence of proper time management, there is a loss of
balance in the entire system, poor coordination, serious errors that can lead to the downgrade of personal leadership traits.

15
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1

SELECTED MODEL or FRAMEWORK 1 (delete below as appropriate) see details for Frameworks 1 and levels of proficiency2 on the dedicated page
below

PHSFK

THE NUMBER or SECTION SELECTED PHSKF- Function C1 – To make constant improvements

PLEASE NOTE ANY CROSS REFERENCES _____GPHPF- Guide Health Professionals

Development Area Skills for better leadership

Current level of Proficiency ESSENTIAL
Target Proficiency STRONG

SMART Actions required Resources / Timescale Evidence needed to show achievement Completion date
Opportunities
AIM 2 To develop skills for better leadership
OBJECTIVE 1 Attend various 6 months Evaluate the needs for communication for 30/6/2021
To be able to increase communication skills training and
resource distribution about health outcomes
workshops
OBJECTIVE 2 Research article 5 months To be able to understand challenges due to 31/5/2021
To develop the strategic decision-making skills reading and
health inequalities in certain areas and
literature
making strategic decisions for minimizing
their impact
OBJECTIVE 3 Public health 2 months Become aware regarding current health 28/2/2021
16
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1
To increase my self-awareness skills guidelines and practices, health deficiencies, inequalities,
effective
and ineffective outcome in public health
workers
practices
OBJECTIVE 4 Time and 1 month To be able to always present in need for 30/1/2021
To develop my people-focused or community-focused human resources
people and understand their conditions and
working abilities are needed
requirements
NOTES
In addition to this, as the global health care is changing on a rapid basis it is important for the employees to be highly volatile to the change and adapt
themselves to the changes happening, follow the regulations proposed by the leader, etc to actually see an evident change in the field of Public health sector
every day. Therefore, in this way, it was made sure that there was minimal collateral damage to the service people and the public. Therefore, adaptability is
an essential characteristic for both the leader of the organization and also the service people.

17
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1

SELECTED MODEL or FRAMEWORK 1 (delete below as appropriate) see details for Frameworks 1 and levels of proficiency on the dedicated page
below

NHSLM

THE NUMBER or SECTION SELECTED NHSLM – Sharing of vision

PLEASE NOTE ANY CROSS-REFERENCES _____ PHSKF- Area B, B1- Working according to the policies

Development Area Proper Implementation of the ideas for better functioning

Current level of Proficiency NOVICE
Target Proficiency EXEMPLARY

SMART Actions required Resources / Timescale Evidence needed to show achievement Completion date
Opportunities
AIM 3 To implement the policies and strategies effectively
OBJECTIVE 1 NHS Model and 2 months The collection of research data and 28/2/2021
To stick to the policies and strategies and various trainers
evidence also plays an important role in the
principles of the system
field of the public health sector for effective
functioning.
OBJECTIVE 2 Proper 1 week Prevention of misunderstanding and further 7/1/2021
Actively follow the direction of the guidelines. supervisors
mishaps. No cases of misleading after
following the guidelines
OBJECTIVE 3 Determined and 5 months Cost reduction, increased awareness among 31/5/2021

18
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1
Implementation of the ideas learned in an efficient hardworking people, increased determination among the
manner People
public health care workers
OBJECTIVE 4 Frameworks for 6 months A sense of achievement and reduction of 30/6/2021
Planning ahead along with the guidelines to prevent public health.
workload for various members of the public
hazards
health sector.
NOTES
These are some of the skills that are discussed in the proper leadership in the field of public health. The first principle expects the people in the public health
sector to understand the concept themselves first before they put them into practice. The second principle discusses synergy which is the highest form of
leadership by combining all the other principles. To measure and evaluate the needs of people regarding health care. This one of the important skills apart
from the leadership for the proper running of a system in the public health sector. The collection of research data and evidence also plays an important role
in the field of the public health sector for effective functioning.

19
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1

SELECTED MODEL or FRAMEWORK 1 (delete below as appropriate) see details for Frameworks 1 and levels of proficiency on the dedicated page
below

GPHPF

THE NUMBER or SECTION SELECTED Good Public Health Practice Framework

PLEASE NOTE ANY CROSS-REFERENCES _____ Covey – Habit 6

Development Area To develop knowledge in Health Improvement, Health

Protection, and Healthcare Public Health
Current level of Proficiency NOVICE / ESSENTIAL / PROFICIENT / STRONG /
EXEMPLARY 2
Target Proficiency NOVICE / ESSENTIAL / PROFICIENT / STRONG /
EXEMPLARY

SMART Actions required Resources / Timescale Evidence needed to show achievement Completion date
Opportunities
AIM 4 To master the frameworks of the public health sector to become an efficient leader
OBJECTIVE 1 Covey’s 4 months Aware of the health improvement 30/4/2021
The responsibility to make decisions and influence own framework and opportunities and challenges in a certain
team members in a certain pathway towards the goal. guidelines context

OBJECTIVE 2 GPHPF, 5 months Practice and communicate good mental 30/5/2021

To develop my knowledge in mental health problems Effective health benefits and necessity
trainers
OBJECTIVE 3 Public health 6 months Improvement in their service and 30/6/2021
To increase my understanding of the health protection care workers performance on a regular basis for optimal
20
Personal and Professional Development Plan (up to 2 years) Please refer to Practice PPDP V7 guidance below in SUPPLEMENT 1
domain guidelines and care to the public.
determined
workers
OBJECTIVE 4 Life coaches 6 months Applying empathy to understand health 30/6/2021
To increase my analytical decision-making skills improvement needs
NOTES
It is to be proactive and take conscious efforts to be responsible for your own decisions. A leader who performs proactivity strides well. Always think ahead
and begin the mind map for an event at the end of the road map near the destination. Helps in the Prevention of procrastination and putting things first to
take action. The framework helps in the proper design of the management and also works to prevent inequalities among different ethnicities and cultures.
There are various models that can help in the development of leadership skills especially in the field of healthcare. They are the Covey's Model, NHS
Leadership Model, UK Public Health Register, Public health skills and knowledge framework, Good public health practice framework, etc.

21
SUPPLEMENT 1: Personal and Professional Development Plan Template You can use the same
framework twice if you wish - eg, you
You are required to identify 4 development areas to complete your plan
could select another of Covey's Habits
SELECTED MODEL or 1 orFRAMEWORK 1
NHSLM, or the same framework you
see details for Frameworks and levels of proficiency on the dedicated page
selected initially
COVEY PHSKF GPHPF UKPHR STANDARDS
below NHSLM THIS ONE IS YOUR OWN CHOICE
CODE You MUST choose 1 more area from
You You Any of the frameworks on the left
MUST You MUST select 1 of these to include in your plan MUST OR
include in your include in your A Change Management Model
plan plan OR
Choose from areas noted in the Module Competency Mental Wealth Competence
NUMBER 1 Framework NUMBER 2 NUMBER 2 NUMBER 4

THE NUMBER or SECTION SELECTED _______ E.g., – COVEY HABIT 4 or GPHPF A3 or CoC 7.5
APPROPRIATE CHANGE MODELS ARE
PLEASE NOTE ANY CROSS-REFERENCES _____E.g., PHSKF B2.2 aligns with COVEY Habit 6 – Synergise NHS Change Model / Lewin / Kotter /
McKinsey's 7S Framework /

Development Area Note the selected section to be addressed here

Current level of Proficiency NOVICE / ESSENTIAL / PROFICIENT / STRONG /
EXEMPLARY 2 Delete as appropriate
Target Proficiency NOVICE / ESSENTIAL / PROFICIENT / STRONG /
EXEMPLARY

SMART Actions required Resources / Timescale Evidence needed to show achievement Completion date
Opportunities
Specific /Measurable /Achievable/Realistic /Timescale What / Who is 3 / 6 /9 /12 How will you know when you have Your Intended
Identify what you need to do to improve available to you months achieved your intended goal? What proof completion date
Overarching AIM then 2 or 3 specific OBJECTIVES to support your 1 / 2 years will you need?
aim?
NOTES

22
SUPPLEMENT 1: Personal and Professional Development Plan Template

Framework / Model Legend

COVEY Covey’s 7 Habits of Highly Effective people

PHSKF Public Health Knowledge & Skills Framework
GPHPF Good Public Health Practice Framework
UKPHR CoC UK Public Health Register Code of Conduct
UKPHRPS UK Public Health Register Practitioner Standards
NHSLM NHS Leadership Model
NHSCM NHS Change Model
OTHER Any other relevant framework/model e.g. Mental Wealth / Kotter / McKinsey 7SF

Level of Proficiency descriptors

NOVICE A person is new to and inexperienced in a job or situation.

ESSENTIAL Basic, Fundamental level of competence
PROFICIENT Competent and Experienced
STRONG Highly Capable; Substantial level of competence
EXEMPLARY Excels at what they do: outstanding: an example of excellence to others.

23