BL Competency Assessment for Public Health Managers Set B

(for Non-Health Positions: e.g., Agriculture Officer, Social Welfare and Development Officer)

BL Competency Assessment Tool

As a public health leader, it is essential that you live as a lifelong learner – you never stop
learning and improving your competencies. The landscape of public health is always evolving,
and the complexities that come with its issues compel you to continuously improve yourself and
adapt to the changes. You need to constantly update your knowledge and skills as part of a
continuous learning journey in order to remain relevant and responsive in addressing the needs
of your people.

This online tool is designed to assist you in your development as a public health leader thru
assessing your current competencies in order to identify your learning needs.

As Public Health Managers, you are considered as leaders who are not necessarily health
professionals, but are in key positions to advocate for, and lead the change towards health
reforms.

Self-Rating Competency Checklist

The Self-Rating Competency Checklist is designed to obtain your current competency profile as a
public manager. The results of this assessment are intended to help you (1) map out your
success profile, (2) prepare your Professional Development Plan, and (3) support your on-going
professional growth.

For each competency statement, assess yourself using the descriptive ratings below. On the
succeeding pages, tick on the column that best describes your competency level.

Descriptive Ratings
·   I cannot do this yet
·   I have started to do this but I need to learn and practice more
·   I can do this very well
·   I can do this with confidence and I can teach others

Name
Name of Local
Government
Unit

Position
Date
Accomplished
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
CORE COMPETENCY 1: LEAD OTHERS WITH AGILITY, SELF-MASTERY, AND PERSONAL EXCELLENCE
1.1 Keep self renewed and ready to serve others in any situation
1.1.1. Perform activities that keep
one physically, mentally,
emotionally and spiritually
resilient
1.1.2 Seek help and connect with
one's personal support system
1.1.3 Recharge and renew to
match and meet one's self-care
needs
1.1.4 Know when to say 'No'
when one needs to and seek help
when needed
1.2 Develop oneself
1.2.1 Know one's strengths and
areas for growth as a person and
as a health manager
1.2.2 Learn through peers and
experiences of other practitioners
1.2.3 Study and train to build
skills, values and capacities
1.2.4 Adapts and learns quickly as
situations change
1.2.5 Knows how to change
his/her response to different
situations - whether there is a
need to speed up or slow down
1.2.6 Stands for personal values
even in difficult situations
1.3 Inspire self-care and improvement in others in any situation
1.3.1 Provide time, space, and
opportunities for self-care and
development
1.3.2 Allow others to to do self-
care and self-improvement
practices
1.3.3 Share learning and insights
with fellow managers and
partners
1.3.4 Demonstrate positive
mindset and behavior especially
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
during difficult and crisis
situations
1.4 Grow as a service-oriented supervisor/manager
1.4.1 Serve with a sense of
purpose
1.4.2 Take ethical action in any
situation
1.4.3 Take risk in challenging
situations
CORE COMPETENCY 2: ACHIEVE HEALTH AND NUTRITION EQUITY AND OUTCOMES IN NORMAL AND
DISRUPTIVE TIMES
2.1 Design strategies for normal or disruptive scenarios to attain health and nutrition equity and
outcomes
2.1.1. Understand the different
factors that affect the health and
nutrition in normal or disruptive
situations and connect them
accordingly
2.1.2 Explore technical content,
new ideas, recent researches, and
good practices relevant to the
situation
2.1.3 Co-create strategies
relevant to the situation to
address health and nutrition
challenges
2.1.4 Use results and other
evidences to lead the change
process
2.1.5 Immerse in and frame the
crisis to get a clear picture of
what is really happening before
taking action
2.1.6 During crisis or disruption,
identify priority strategies and
actions
2.2 Deliver outcome-related health and nutrition services and programs in any situation
2.2.1 Set clear goals and targets
to achieve health and nutrition
outcomes
2.2.2 Design and implement local
health and nutrition policies and
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
ordinances
2.2.3 Strengthen advocacies to
improve health and nutrition
programs using multimedia
2.2.4 Implement, evaluate,
improve and mainstream
effective health and nutrition
care programs and practices
2.2.5 Enhance technical
knowledge on the problem and
effective interventions
2.2.6 Implement rapid
innovations and solutions and
revise accordingly based on
feedback from pilot tests
2.2.7 Quickly adopts lessons and
most effective parts of crisis
response to improve actions and
systems
2.3 Manage health and nutrition-related resources during normal or disruptive situations
2.3.1 Check and improve
technology and system used in
health and nutrition operations
2.3.2 Coordinate with key
partners to mobilize health and
nutrition funds and other
resources
2.3.3 Use resources efficiently
according to need
2.3.4 Establish accountabilities
for mobilizing resources and
executing strategies
2.4 Invest on health and nutrition workers and staff's capacities
2.4.1 Provide capacity building
support to health and nutrition
workers and staff
2.4.2 Lead people using
mentoring strategies
2.4.3 Create mechanisms for
sharing of professional and
technical knowledge and skills
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
CORE COMPETENCY 3: STRENGTHEN MULTISECTORAL NETWORK TO ATTAIN HEALTH AND NUTRITION
EQUITY & OUTCOMES
3.1 Know my stakeholders in any situation
3.1.1. Identifies stakeholders who
are critical in the emerging
situation
3.1.2 Understand mandates,
policies, systems, programs, and
services of relevant agencies and
organizations
3.1.3 Conduct stakeholder
feedback and analysis to
understand their strengths and
perspectives
3.2 Connect and Communicate with Stakeholders
3.2.1 Build and participate in
network of healthcare providers
and relevant agencies
3.2.2 Clarify expectations, roles
and tasks of the team
3.2.3 Co-create advocacies with
stakeholders for attaining health
and nutrition outcomes
3.2.4 Lead with compassion and
empathy
3.2.5. Use different forms of
media and technology to
establish leadership presence
even if physically absent
3.3 Harness positive relationship with stakeholders
3.3.1 Develop sense of trust and
confidence on stakeholders'
capacities
3.3.2 Respect work agreements,
boundaries, personal
backgrounds and differences
3.3.3 Involve stakeholders in
planning, deciding and
implementing projects and
mobilizing financial resources for
health and nutrition
3.3.4 Know when to lead and
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
when to manage as the situation
requires
3.4 Create a culture of harmony with stakeholders
3.4.1 Facilitate dialogue and
regular conversations with
stakeholders towards shared
goals for health and nutrition
3.4.2 Empathize with
stakeholders and their respective
experience in dealing with the
crisis
3.4.3 Create a positive enabling
environment for stakeholders
and agencies to work together on
health solutions
CORE COMPETENCY 4: ENGAGES THE COMMUNITY RESPONSIVELY AS KEY STAKEHOLDERS IN ANY
SITUATION
4.1 Know and understand health and nutrition concerns in the community
4.1.1 Listen to the stories,
priorities, needs, and concerns of
the community as the situation
demands
4.1.2 Understand the
community's internal culture, its
politics and its people
4.1.3 Recognize personal biases
on how culture influences health
and nutrition
4.2 Respond to community's needs as the situation requires
4.2.1 Identify needs within the
community during normal or
disruptive situations
4.2.2 Exercise compassion and
empathy in addressing their
health and nutrition concerns in
any situation
4.2.3 Assess impact of health and
nutrition outcomes in the
community
4.3 Value community as partners
4.3.1 Engage community in
integrating helpful and harmless
 I cannot do I have started I can do this I can do this
this yet to do this but I very well with confidence
need to learn and I can teach
and practice others
more
cultural practices in holistic
management of health and
nutrition
4.3.2 Involve community
representatives including
vulnerable and marginalized
groups as part of governing
bodies
4.3.3 Work closely with the
community including vulnerable
and marginalized groups on
health and nutrition programs
and its continuing improvements
4.3.4 Equip families, communities
and different sectors to perform
response-related actions during
crisis and disruptions
4.4 Practice community-centered communication especially in crisis
4.4.1 Listen to community
stakeholder's feedback
4.4.2 Facilitate community's
collective decision making
process
4.4.3 Handle conflict with
calmness and patience
4.4.4 Executes planned strategic
communication plans during crisis