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Optimum utilization of public health nurses is important for strengthening public health capacity. 23 focus groups were held with PHNs, managers, and policymakers. Participants identified attributes at all levels of the public health system.
Optimum utilization of public health nurses is important for strengthening public health capacity. 23 focus groups were held with PHNs, managers, and policymakers. Participants identified attributes at all levels of the public health system.
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Optimum utilization of public health nurses is important for strengthening public health capacity. 23 focus groups were held with PHNs, managers, and policymakers. Participants identified attributes at all levels of the public health system.
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Attribution Non-Commercial (BY-NC)
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Assure Optimal Utilization of Public Health Nurses /aa: M-:/-:-.: f:a- /aJ-.J M:y M:/a:/J 8aa- :/-a/-/J f-aa/- 8/y/- ksa ka//s \:/ Mxa- M- /:a- /:v-T-o//:y 4aa- //// k-/-: G:a:aa :aJ M:y C-: ABSTRACT Optimal utilization of public health nurses (PHNs) is important for strengthening public health capacity and sustaining interest in public health nursing in the face of a global nursing shortage. To gain an insight into the organizational attributes that support PHNs to work effectively, 23 focus groups were held with PHNs, managers, and policymakers in diverse regions and urban and rural/remote settings across Canada. Participants identied attributes at all levels of the public health system: government and system-level action, local organizational culture of their employers, and supportive management practices. Effective leadership emerged as a strong message throughout all levels. Other organizational attributes included valuing and promoting public health nursing; having a shared vision, goals, and planning; build- ing partnerships and collaboration; demonstrating exibility and creativity; and supporting ongoing learn- ing and knowledge sharing. The results of this study highlight opportunities for fostering organizational development and leadership in public health, inuencing policies and programs to optimize public health nursing services and resources, and supporting PHNs to realize the full scope of their competencies. Key words: nursing administration, organizations, public health nursing practice, public health systems. A sustainable public health nursing workforce is vital for building public health capacity. The need to strengthen public health infrastructure and capacity is widely recognized, including provision for surge capacity, emergency planning, and activities to ad- dress social health determinants within communities (Baumann et al., 2006; Baumann, Blythe, & Under- wood, 2006; Butler-Jones, 2008; Campbell, 2004; Federal/Provincial/Territorial Advisory Committee on Population Health and Health Security, 2005; Moloughney, 2006). Since public health nurses (PHNs) are the largest group within the public health /aa: M-:/-:-.: /// kN :// / Nxsa /:x/y / /-:// //-ssas /://xs- /av-sy /://:x Nv: :: C:a:J: f:a- /aJ-.J 8:N M84 :// / Nxsa MM:s- /av-sy /:o/a Oa: C:a:J: M:y M:/a:/J 8:N MC/J /av-sy / ::s/:/-.:a ::s/:a ::s /:/-.:a C:a:J: 8aa- :/-a/-/J 8:N M: /av-sy / ::s/:/-.:a ::s/:a ::s/:/-.:a C:a:J: f-aa/-8/y/- /// :// / Nxsa MM:s - /av-sy /:o/a Oa: C:a:J: ksa ka //s 8:N MN /av-sy / ::s/:/-.:a ::s/:a ::s/:/-.:a C:a:J: \:/ Mxa- kN MN \:a xv- C:s:/ /-:// \:axv- 8s/ C/xo/: C:a:J: M-/:a- /:v-T-o//:y /// M: (Nxs a; MG// /av-sy:// / Nxsa Ma-:/Qx- /- C:a:J: 4aa- //// kN M/: :// / Nxsa MM:s- /av-sy /:o/a Oa: C:a :J: k-/-: G:a:aa kN M: :// / Nxsa MM:s- /av-sy /:o/aOa: C:a:J: M:y C-: M: :// / Nxsa MM:s- /av-sy /:o/a Oa: C:a:J: C-saJ-a- f:a- /aJ-.J Nxsa /-://:-v-s k-s-://a MM:s- /av-syM/C/1JJ1?JJM:a:--v-s /:o/a ON C:a:J: /N1z /o:/ xaJ.J_oo:s-: 433 Public Health Nursing Vol. 27 No. 5, pp. 433441 0737-1209/r2010 Wiley Periodicals, Inc. doi: 10.1111/j.1525-1446.2010.00876.x workforce, support for them to work effectively will improve public health service delivery and outcomes (Naylor, 2003). Public health nursing is challenged by an aging workforce and fewer young nurses entering the eld (Underwood et al., 2009). While there is no evidence of a nursing shortage currently in public health in Canada, there is a global nursing shortage that makes it essential to maintain nurses interest in the public health subsector (Oulton, 2006). PHNs have reached consensus about what their roles should be (Canadian Public Health Association, 1990; Chambers et al., 1994; MacDonald & Schoenfeld, 2003; Manitoba Health, 1998). In 2003, the Community Health Nurses Association of Canada (CHNAC) released the Canadian Community Health Nursing Standards of Practice (2003). Publication of the Core Competen- cies for Public Health in Canada further claried the knowledge, skills, and attitudes necessary for practice in public health (Public Health Agency of Canada, 2007). Public health systems need to ensure organi- zational conditions that attract PHNs and sustain their competencies. Information about how PHNs practice could be optimized, however, is lacking. The focus of this study was to examine the organizational attributes that support PHNs to practice effectively. The study is part of a broader pan-Canadian research program examining community health nursing workforce capacity and enablers for optimal community health nursing practice (Underwood et al., 2009). The study results can aid public health decision makers (includ- ing employers and administrators) in developing pol- icies and programs to optimize public health nursing services. Methods Design and sample Focus groups were conducted using an appreciative in- quiry approach. Appreciative inquiry emphasizes what works best in organizations rather than focusing on needs and gaps (Cooperrider & Whitney, n.d.; Ham- mond, 1998; Reed, 2007). Data were collected from 23 focus groups (156 participants) in six geographically di- verse Canadian regions, fromSeptember 2007 to Febru- ary 2008. The focus groups comprised 12 groups of frontline PHNs (from urban or rural/remote settings) and 11 groups of policymakers/managers associated with public health nursing practice (urban or rural/remote) (see Table 1). Nurses were invited to participate if they had a role title Public Health Nurse or, in regions where the title does not exist, if they were primarily as- signed to prevention and health promotion activities in organizations that focus on public health issues. The study was approved by university and health authority research and ethics boards. Participants provided writ- ten informed consent before taking part in focus groups. The average length of time for focus groups was 3hr. Participants were invited by the facilitator to identify an experience when a public health nursing intervention worked very well and the organizational attributes that contributed to that success. After initial group discus- sions, participants posted written notes around the room highlighting their discussion points. These notes sum- marized the organizational attributes that contributed to their successful experiences. Analytic strategy Qualitative data analysis was conducted in three stages. Preliminary analysis took place during the TABLE 1. Focus Group Participation Canadian geographic region Frontline rural/remote (n57 focus groups) Frontline urban (n55 focus groups) Policymaker/manager rural/remote (n56 focus groups) Policymaker/manager urban (n55 focus groups) Total (n523 focus groups) Atlantic 7 8 7 9 31 Quebec 4 4 2 3 13 Ontario 8 8 8 8 32 Prairies 9 11 9 5 34 British Columbia 6 7 7 4 24 Northern Canada 914 (2 sessions) NA 9 NA 22 Total participants 47 38 42 29 156 Note. NA5not applicable. 434 Public Health Nursing Volume 27 Number 5 September/October 2010 focus groups. Using a nominal group process adapted from the Institute for Cultural Affairs methodology (1998), groups discussed the posted statements they had generated, claried meanings and interpreta- tions, and produced a thematic analysis. This process lent credibility to the ndings and assured partici- pants that they had been accurately heard. In the second stage, the researchers collated, organized, analyzed, and compared results within the four focus groups categoriesfrontline PHNs (rural and urban) and policymakers/managers (rural and urban)using established procedures for thematic analysis (Miles & Huberman, 1994). Finally, the research team rened the preliminary thematic anal- ysis, recommendations, and conclusions. Results Organizational attributes identied as best supporting PHNs to practice their full scope of competencies relate to three themes: (a) government and other sys- tem attributes (macro level); (b) local organizational culture, including values and leadership characteris- tics (meso level); and (c) frontline management prac- tices (micro level). The organizational attributes are illustrated with subthemes and direct quotes from focus group data. Quotations, while elicited from spe- cic groups, are representative of discussions across focus groups and reect the rst level of analysis as written by participants. Government/system attributes (macro) Focus group participants identied a strong role for government- and system-level action to optimize pub- lic health nursing practice, particularly in areas of funding and public health leadership. Three attributes were identied at the government/system level (see Table 2 for illustrative quotes). Flexible and adequate funding structures. Having sufcient and exible public health funding was important for stable, long-term program support. In particular, rural groups emphasized that funding exibility helped them respond to emerging needs. Champions for public health. Participants saw a strong leadership role for government as a po- litical advocate for public health in publicly funded health care delivery. This attribute was further em- phasized at meso and micro levels. Public health planning and coordination. Participants identied the importance of public health planning coordination across regions and nationally. This coordination included shared public health infrastructure and resources, such as national databases, research and evaluation, and standardized educational resources. Local organizational culture: values and leadership characteristics (meso) Participants recognized three organizational charac- teristics that supported optimal nursing practice and outcomes (see Table 3 for illustrative quotes). A shared vision. Participants stressed that or- ganizations were effective when they maintained a TABLE2. Government/System Attributes (Macro Level) Attributes Illustrative group quotes Flexible and adequate funding structures Flexibility allows organizations to redirect resources and to take advantage of opportunities/ respond to threats Standardized funding versus requests for proposals Champions for public health Minister of Health supports public health A system champion (provincial and regional level) Public health planning and coordination System planning [involving] all health partners, provincial/ regional health authorities Provincial coordination and sharing of resources that may be adapted at the local level; decrease duplication of efforts TABLE3. Local Organizational Culture: Values and Leader- ship Characteristics (Meso Level) Attributes Illustrative group quotes A shared public health vision Provides direction and guidance toward health promotion and prevention Evidence base updated regularly, current and . . . supports the mission Culture of creativity and responsiveness Organization provides exibility [re: styles of practice assignments] Effective leadership Transformational leadership Clear, consistent, visionary leadership Meagher-Stewart et al.: Identifying Organizational Attributes 435 clear vision, mission, and goals for public health, and these were understood throughout the organization. Policy, as well as practice guidelines, should respond to research evidence, professional expertise, and commu- nity issues to support public health nursing practice. Culture of creativity and responsiveness. All focus groups indicated that effective public health organizations fostered a culture of innovation, at both management and frontline levels. Policymaker/man- ager groups recognized that this required leadership willingness to take risks to address community needs. Effective leadership. Participants described effective leadership that valued diverse public health roles, demonstrating respect, trust, and support for PHNs working to their optimal level of competencies. These attributes should be promoted and modeled at senior levels and throughout the organization. Management practices (micro) Participants strongly associated management prac- tices with optimal public health nursing practice. Eight management practices that included day-to- day organizational functioning and working condi- tions were specied (see Table 4 for illustrative quotes). Program planning. Effective planning was in- formed by evidence and was outcome driven, incor- porating the results of ongoing evaluation. All groups believed that public health programs worked well when diverse community and client needs were taken into account. PHNs worked effectively when they were involved in and took responsibility to inform the program planning, using expertise they gained from daily practice, as well as their community devel- opment and needs assessment activities. All groups recommended that the roles and responsibilities in public health be dened in relation to the overall goals and accountabilities, rather than particular tasks. Roles dened in terms of what was to be accomplished were a foundation for autonomous professional practitioners to determine how to best achieve outcomes. Promoting and valuing public health nurs- ing practice. All groups thought that managers played an important leadership role in building stake- holder understanding and promoting the public health nursing role to various levels of government, other providers, community partners, and the public. Two groups identied the strategic importance of physician support for public health nursing programs because physicians serve as an important gateway to the public. All groups recognized the importance of manage- ment acknowledging public health nursing contribu- tions. Effective leaders had knowledge and experience in public health and public health nursing practice. Some groups described the difculty in reporting to a manager without public health or nursing experience who could not provide the needed support and guidance. Supporting autonomous practice. Partici- pants stated that PHNs should be recognized as the public health leaders best suited to determine effec- tive strategies in their assigned context. Policymaker/ manager groups recommended organizational leader- ship that trusted, supported, and recognized autono- mous public health nursing practice. There were some differences among groups. Rural policymaker/man- ager and frontline groups spoke of autonomy as being creative and responsive to a communitys needs. Urban groups described autonomy as freedom of action/voice, physical separation frommanagers, doc- tors, etc., and support to be proactive in everyday practice. Some frontline groups also noted that auton- omous practice involved broad job descriptions, sup- port, and exibility to utilize the full range of their public health nursing skills. Commitment to learning and professional development. Participants valued strong learning environments with organizational investment in ongoing professional development, training, and education. Rural groups emphasized that explicit organizational and personal investments in learning opportunities supported PHNs in maintaining their competencies and, subsequently, use their full scope of competencies in practice. PHNs also needed to be responsible for professional development for them- selves and their peers. For some groups, establishing nursing practice councils enhanced professional exchange and their ability to address nursing issues. Policymaker/manager groups supported invest- ment in strong orientation programs for new staff and informal knowledge sharing and mentoring for all staff. This point was especially emphasized by rural/ remote groups, who experienced difculties in freeing up staff time for travel to conferences. Frontline groups reinforced the importance of knowledge exchange, including the provision of 436 Public Health Nursing Volume 27 Number 5 September/October 2010 educational tools and policy manuals and access to specialist expertise (e.g., epidemiology, nurse educa- tors, social marketing). Information technology infra- structure and relevant training and support were essential to working effectively, particularly in rural settings. Effective human resources planning. All participants identied the need for effective recruit- ment and retention strategies and sufcient numbers of frontline staff to implement programs that meet di- verse community needs. To ensure a consistent supply of skilled staff, it was imperative to hire PHNs with adequate entry-level skills, knowledge, and attitudes to do the job effectively. Enough time to complete work assignments was seen as a necessity for effective public health nursing practice. Frontline groups particularly emphasized having staff and relief coverage, including provision for vacation and professional development days. PHNs needed time and exibility in schedules and work assignments. Supporting public health partnerships and community development. Participants noted the importance of partnerships involving community groups, agencies, providers, and fellow team mem- bers. They emphasized the interdisciplinary and intersectoral nature of public health and manage- ments role in supporting linkages and collaboration. Communities were identied as important contribu- tors to the success of public health organizations, and community capacity building as an important role within public health nursing. PHNs could build TABLE4. Management Practices (Micro Level) Attributes Illustrative group quotes Program planning Provide time and framework for assessment of needs of community to foster sustainability Ongoing evaluation for all programs . . . using criteria that values outcomes rather than number of referrals Clear guidelines and roles (for all staff not just PHN) Promoting and valuing public health nursing practice Upper management and Medical Health Ofcers communicate clearly in the community about public health programs/services Demonstrating respect for the role of PHN as prevention and promotion agent Supporting autonomous practice Senior management support independent practice/leadership in PHN practiceexibility Opportunity for varied nursing practice (expand/develop other PHN skills) Not being pigeon-holed into one small area Commitment to learning and professional development Organization supports and values education/professional development across all sectors of nursing and all levels of the organization. . . as demonstrated by nancial resources Training and orientation to population health/determinants of health Need more debrieng opportunities depending on location (e.g., single nursing clinics) Access to experts (especially in rural) for development of practice guidelines and for research Effective human resources planning and adequate stafng Human resourcesadvanced planning (e.g., mentoring/training [new staff]) Recruit the right people that support values of [the organizations] culture (e.g., respect, working with [others]) Adequate PHN and support staff for relationship building and sustaining these relationships for the long term in some cases in the community Supportive public health partnerships and community development Support to integrate initiatives/services across disciplines and agencies Support for community and capacity building Fostering effective communication Organization values open communication, not restricted to hierarchy Team case reviewsapproach to deconstruct and reconstruct situationissues, players, priorities Structured debrieng (regularlysupervisor meetings and feedback), [and] informal (unexpected debrieng) Healthy workplace policies Family-friendly policies; exible hours Safe and health-promoting workplace environment Note. PHN5public health nurse. Meagher-Stewart et al.: Identifying Organizational Attributes 437 trusting, respectful partnerships with clients, com- munity groups, and representatives by involving these stakeholders in program development. Organizations needed to allot PHNs time to build these partnerships. Fostering effective communication. Regular communication and information sharing between PHNs and management, between peers, and within interdisciplinary teams was important. Policymaker/ manager groups valued open and clear communica- tion strategies throughout the organization, as well as participatory decision making among management and PHNs. Rural frontline groups, and remote North- ern groups in particular, appreciated opportunities for debrieng sessions through staff meetings and team case reviews. Healthy workplace policies. All focus groups discussed healthy workplace policies. Rural groups highlighted family-friendly policies citing job sharing, breastfeeding policies, and exible work hours as examples. Urban groups also valued exible work accommodation but emphasized the need for safe and health-promoting work environments. Discussion Public health nursing practice . . .combines knowledge from public health science, primary health care (including determinants of health), nursing science and social sciences; focuses on promoting, protecting and preserving health of populations; links health and illness experiences of individual, families and communities to population health practice; and practices in increasingly diverse settings. (CHNAC, 2008, p. 8) Adding to their practice complexity, PHNs work in organizational systems that vary widely between and within provinces (Crea & Underwood, 2008). When participants were asked about organizational attributes that supported successful practice, they identied the importance of government policy, orga- nizational culture, and management and leadership practices. They also recognized their own role in pro- moting optimal practice. The identied attributes included work processes and relationships (e.g., shared vision and goals, partnerships and collabora- tion, creativity and exibility, learning and informa- tion sharing) rather than particular structures or things. These ndings are consistent with research in acute care related to magnet hospitals (Upenieks, 2003), while providing an insight into essential orga- nizational attributes for effective public health prac- tice. Furthermore, these ndings support a growing recognition that health care systems and organiza- tions are best understood as complex, adaptive systems rather than machines (Glouberman & Zimmerman, 2002; Pisek & Wilson, 2001). In com- plex systems, relationships between parts are more important than the parts themselves, and problems (or solutions) are not reducible to parts alone. Change requires integrated action, with each system area in- crementally reinforcing and developing other areas. Participants recognized the need for strong lead- ership throughout the public health system to create an integrated system and support effective and em- powered public health nursing practice (as reected in government, local organization, and management levels). A recent provincial public health capacity re- view similarly identied leadership as a current and future challenge (Ontario Ministry of Health and Long-Term Care Capacity Review Committee, 2006). Consistent with other research ndings in health care and other industries (Greco & Laschinger, 2006; Kan- ter, 2008; Leatt & Porter, 2003), frontline and policy- maker/manager focus groups identied a strong link between middle management practices and effective nursing practice. Thus, how public health managers do their job is a key driver for optimizing public health nursing effectiveness. Successful public health nursing practice requires a shared public health vision that is linked to clear goals and roles and is informed by evidence and com- munity needs. However, the complex nature of public health makes dening specic tasks inadequate since workers must be adaptive and creative. The focus groups recommendation for sound human resource planning that provides sufcient time, exibility, and support to allow PHNs to effectively perform their complex roles was consistent with other research nd- ings that identied role clarity, a exible environment, and PHNs participation in decision making as being associated with higher satisfaction (Campbell, Fowles, & Weber, 2004). In the present study, participants re- peatedly stressed the benets of having the time to build partnerships, assess community needs, nurture client participation, respond to new program oppor- tunities, and pursue ongoing professional develop- ment. The conicting economic demands and uncertainties inherent in public health practice may pose particular challenges to developing, recruiting, 438 Public Health Nursing Volume 27 Number 5 September/October 2010 and retaining PHNs. Ensuring that PHNs are appro- priately assigned and effectively supported to meet their complex role demands will enhance retention and provide an attractive work environment for potential recruits. Participants emphasized the need for exibility and autonomy at all levels. At a system level, funding bodies should ensure adequate and exible funding for public health organizations to address public health goals in a way that meets local needs. At a local organizational level, leaders should foster a culture of innovation, risk taking, and responsiveness to emerg- ing needs. Management should support PHNs to prac- tice independently and autonomously. Public health nursing practice should be exible, creative, and open to change depending on the community needs and opportunities. Both PHNs and their managers needed to demonstrate this exibility to work effectively. Promoting public health and public health nurs- ing practice was a strong message from all groups, with a particular emphasis on managements role. Leaders had an important function in promoting the role of PHNs within the organization and publicly acknowledging their contributions. PHNs needed knowledgeable organizational advocates, such as their supervisors and directors, to support effective prac- tice. They also stressed the need to promote public health practice in the wider community of providers, community partners, and the public. Public health managers with knowledge and experience in public health and the public health nursing role were most successful in achieving this goal. In a health care cul- ture dominated by illness care, fully successful public health renewal will mean a strong public health deliv- ery system recognized by and taking its place with all health system players. Focus groups reiterated that public health plan- ning and delivery is dependent on collaboration among multiple players. Developing and drawing on partner- ships is a core public health approach at all levels, but requires structural supports that respect the time and resources necessary for effective collaboration. Focus group participants valued ongoing learning for effective public health nursing practice. Invest- ments are required for orientation and professional development, for leaders to nurture informal knowl- edge sharing and mentoring between providers. When staff members are physically separated in day-to-day roles, efforts are needed to foster group interaction. Frontline groups especially desired attention to infor- mation and knowledge exchange, including techno- logical infrastructure and training, educational tools, and policy manuals. Implications for research This study supports appreciative inquiry as a method- ology for use by public health researchers (Lind & Smith, 2008). The involvement of participants through participatory action research and nominal group process in the focus groups exposed the poten- tial of public health nursing practice and supported the identication of solution-focused policy change recommendations. Further investigation of leadership capacity needs within public health organizations could inform how to best support and further develop leadership capacity, as well as shape the development of educa- tional and professional development resources to close existing gaps. Research focused on strengthen- ing interdisciplinary partnerships in public health would also be benecial. In addition, research to un- derstand the needs of novice PHNs for both workforce retention and professional development, including leadership skills, is critical and could ultimately strengthen public health systems. Implications for practice While the results of this study specically inform pub- lic health practice in Canada, ndings on the impact of organizations and leadership on optimizing nursing outcomes may be relevant to other health care sectors and systems. The geographical diversity, urban and rural/remote practice settings, and participation of frontline PHNs, public health managers, and policy- makers may strengthen the applicability to other pub- lic health settings. Differences between frontline and policymaker/manager groups were mostly nuances within themes rather than conicting themes. A strong agreement emerged on supportive organiza- tional attributes, including government/system attri- butes, local organizational culture, and management practices. The consistency of ndings, across contexts and positions, highlights a common understanding and shared perspectives in public health across Can- ada. This congruence is particularly important in complex systems where collaborative approaches con- tribute more to optimal outcomes than discrete indi- vidual actions. The results highlight areas for organizational and leadership development in public health and require detailed consideration and action Meagher-Stewart et al.: Identifying Organizational Attributes 439 at all levels (see the recommendations in Table 5). By involving researchers and decision makers from across Canada, it is likely that the recommendations will be acceptable at local levels. Effective, visionary leadership at all levels, in- cluding public health planning, human resources pol- icies, and active promotion of public health nursing, is essential for optimizing public health nursing out- comes. In turn, PHNs need to be creative and exible in their practice, take responsibility for professional development, contribute to public health planning, and lead in addressing community needs. 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Recommended Actions Theme Recommendation Government/system level The Public Health Agency of Canada, provincial ministries of health, local health authorities, and universities provide targeted funding for leadership and management development at all levels of the public health system All levels of public health governance coordinate public health planning to foster clear public health vision, goals, and responsibilities, which in turn will effectively manage surge capacity, sharing of resources, and reduced duplication All levels of government collaboratively develop comprehensive public health communication strategies to ensure widespread understanding of the role of public health within the health care system The new schools of public health, along with local health authorities, continue to develop and share comprehensive public health education resources, giving particular consideration to the learning and knowledge exchange needs of rural and remote public health delivery environments Local organizational culture Public health decision makers, managers, and practitioners share responsibility for evidence-informed healthy, effective workplace practices Local public health managers and policy makers implement stafng models to allow for changing local needs, including challenges of emergency and pandemic outbreaks management and growing prevalence of chronic disease Academic researchers and local public health decision makers collect and share information related to public health nursing roles and stafng strategies and collaborate to improve public health stafng models Public health decision makers and managers continue to assure that programs have funding exibility and PHNs have practice autonomy to support effective community development and partnerships that ultimately optimize health outcomes Local public health decision makers and managers invest in professional development budgets, setting clear benchmarks, to provide PHNs with ongoing access to learning opportunities and that PHNs take advantage of these opportunities Management practices Local public health management further develops outcome-driven evidence-informed service delivery models that facilitate PHN creativity and responsiveness to community needs Public health managers have an in-depth understanding of the PHN role and support PHNs to maximize public health competencies Note. 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