Health Administration
Section Newsletter
Winter 2004

Chair's Report January 2004

Jon Thompson, Chair, HAS 
Jon Thompson
Dear HAS Members:

The new year brings a need for reflection on the past and assessment of the future -– reflection on past accomplishments and opportunities for new directions and initiatives. The year also brings new leadership for HAS. I am pleased to have the opportunity to serve as your Chair for the next year and work with each of you to make our collective vision for the Section tangible and meaningful.

As we enter the new year, I would like to suggest that each of us think about our membership in HAS in terms of three “C's”: commitment, collaboration, and collective wisdom. Each of these concepts, I believe, has an important place in the lives of each of us individually in the Section as well as in the life of HAS as a whole.

Each of us has become a member of the section for various reasons -- first and foremost to express and support our interest in furthering the health of the public. Think about ways to strengthen your commitment to and involvement in APHA and HAS by seeking leadership opportunities and getting involved in many of the section’s initiatives in policy development, program action, Annual Meeting, mentoring of students and new members, and other areas. Examine how your time as a volunteer can be maximized to further your contribution to the Section. Consider reaching out to new members and to potential members. Think about becoming involved in one of the HAS committees.

As one of the largest sections in APHA, HAS includes a diverse membership representing all avenues of public health and health administration that offers much opportunity for collaboration. Think of efforts you and HAS can undertake to communicate and collaborate with members of the section to share knowledge and skills, as well as ways to collaborate across sections of APHA -— one of APHA’s goals. Considering external relationships, identify ways for HAS to link more closely with educational programs, professional associations and community health organizations so that HAS can broaden its value and support, and be a necessary resource to others.

Collective wisdom
I am a big believer in the power of the group –- the sum is greater than the individual parts. Make your voice heard so that HAS can benefit from your insights and suggestions about policy, programmatic and organizational issues. No one of us has all the answers or best approaches and we certainly grow as individuals and as a section by being open to other perspectives.

This is your section. You and HAS will benefit from commitment, collaboration and collective wisdom. We look forward to a great 2004!

Jon M. Thompson, PhD
Chair, HAS

Section Business

Health Administration Section Vision/Mission/Principles Statement, Revised Jan. 5, 2004

See related article by Tricia Todd on Strategic Planning below.


The mission of the APHA Health Administration Section is to promote the public's health by advancing the quality and practice of health administration.


The APHA Health Administration Section will be a cutting-edge forum for public health administrators providing timely and reliable information on the best practices of health administration, by providing focused deliberation on and advancement of sound public health policy, and by providing interactive networking and mentoring opportunities and skill building for members and future members.

We will achieve this vision by embracing the following principles:

Principle of reliable and timely information
The section promotes good communication as a high priority, providing accurate and timely information about APHA, section activities and initiatives, and key issues and best practices of health administration.

Principle of collaboration
The section models collaboration by working with other sections and affiliates of APHA, schools of public health, health administration programs, and other relevant partners in developing and offering joint programming, training and educational offerings and policy initiatives.

Principle of innovative knowledge growth
The section encourages innovative learning opportunities by utilizing the skills, knowledge and talent of our members to educate our members and the greater public health community about current and future challenges in health administration.

Principle of dialogue
The section supports candid and authentic problem-solving dialogue about issues and challenges health administrators face today, and will embrace effective methods of overcoming the inertia of “status quo."

Principle of diversity
The section embraces and encourages diversity of all kinds (including education, age, gender, ethnicity and work experience), among our members and in all our activities.

Principle of full engagement
The section provides opportunities for members to be fully engaged in the activities of the section and APHA.

Principle of sustainability
The section promotes growth and development through the identification, recruitment and mentoring of new and existing members, and will encourage creative resource development to support the section and its members.

Principles of the ethical practice of health administration in public health
The section models and promotes ethical principles and practices in health administration.

Principle of synergy
The section supports and contributes to the larger mission of APHA.

Candidates Sought for HAS Leadership Positions

Now is the time to nominate someone (including yourself!) to run for a leadership position in the Health Administration Section. There are several positions available this year including:

  • Chair-elect (three-year term -- one each as chair-elect, chairperson, and immediate past chairperson);

  • Section Councilor (two-year term) -- two positions open; and

  • Governing Councilor (two-year term) -- four positions open.

    All officers will be installed at the end of the Annual APHA Meeting, which will be held in November in Washington, D.C.

    Descriptions of the duties of each office are available on the Web site at <>.

    Details and nomination forms will be available on the Web site by Jan. 31. If you are interested in running for an office, or in nominating someone else to run, please contact:

    Joyce R. Gaufin, Immediate Past Chairperson
    Nominations Committee Chairperson
    435-632-8256 (Cell)
    801-538-6422 (Phone)

    Health Administration Section Policy Reviews

    Now that the new year is upon us, it is time once again (I know it seems early) to start thinking about our next round of policy reviews.

    As the HA Policy Committee chair for 2004, I am hopeful to take advantage of lessons learned in my rookie year, which is the reason behind this communication.

    As a reminder:
    1. The deadline for suggested policy areas in need of review is Jan. 12. Please forward any suggestions you may have to me prior to that date.
    2. The deadline for proposed new policies is Friday, Feb. 13. If you would like to submit a policy proposal, please be mindful of the deadline. I expect to report to Section Chair Jon Thompson by Feb. 10. The deadline for submitting comments on draft policies will be April 16.

    I was pleased and grateful for the response to last year's call for volunteers. My thanks again to all who participated. This year, I hope to lessen the burden on those participating by increasing the number of members actively involved in the review process. This will allow for a more in-depth review of each proposal, with less valuable time required by each participant.

    APHA Governing Council has established the following priorities for the legislative agenda in 2004: Public Health Infrastructure, Access to Care and Health Disparities. In addition, the following important gaps in existing policy have been identified: asbestos disease compensation; the role of public health in universal health coverage; Medicaid and SCHIP; Clean Water Act; smart growth/transportation policy; Medicare reform; state of the public health workforce; right to mid- and late-term abortion; and comprehensive national policy on catastrophic acute and long-term health care.

    Please contact me at your earliest convenience so that we may coordinate our efforts. We need reviewer and volunteers to attend the policy review sessions at the Annual Meeting in November in D.C. The sooner we get started, the easier the process will be to complete. This is an excellent (and relatively painless) way to provide important input and help the Section with an critical task.

    I can be reached at <>. Thank you for your help.

    Michael G. Smylie, Deputy Director of Health, 330-375-2960

News, Views and Web Sites

This section is intended to help you with news and Web sites that you can use in your work.

What's New(s) on...?

This section links you to Web sites that have information useful to those working in health administration. To visit the site, just click on the underlined link. Valuable resources all. These links will remain as part of the Newsletter. Keep in mind that some of the links might take a few seconds to load as they are doing searches of very large databases – and that takes time.

What's New on the APHA Web Site? <>

What’s New on the AHRQ Web Site? <>

What’s New on the DHHS Web Site? DHHS Reference Collection? <> <>

What’s New in Medicine and Public Health on the National Academy Press Web Site? <>

What’s New at the National Quality Measures Clearinghouse™? <>

What's New on the Joint Commission on Accreditation of Healthcare Organizations Web Site? <>

What’s New in the Grey Literature? (New York Academy of Medicine) <>

What's New in Health Administration on the Yahoo! Web Site? <>

What's New in PubMed on Organization and Administration in Public Health? <"organization and administration"[MAJR] AND "public health"[MESH]) AND ("English"[Language] AND 2004[dp]>

(Please note: If the long URLs do not work when you click them, be sure to copy all lines adjacent to one another into the address line of your browser).

Medicare Drug Benefit Calculator

"This calculator allows users to enter their prescription drug costs to determine what they would pay under the Medicare reform proposal currently being considered in Congress." <>

How to make a silk purse from a sow's ear

How to make a silk purse from a sow's ear--a comprehensive review of strategies to optimise data for corrupt managers and incompetent clinicians. David Pitches, Amanda Burls, and Anne Fry-Smith, BMJ 2003;327 1436-1439.
We all need a little humor in our lives, and although not intended to be humorous, this article does a great job of describing with tongue in cheek a number of creative accounting practices such as: gaming of non-clinical performance data, fraudulent reimbursement claims, and gaming of clinical data. The context is British. So is the humor.

APHA Policy Development and Review Process

APHA kicked off its 2004 Policy Development and Review Process in January. We have provided you with a link to information about how you can become more involved in policymaking at the Association. This information covers both the policy development process as well as the recently adopted policy review process which was created to identify outdated APHA policy for archiving and also to identify gaps in APHA policy. We strongly encourage you to work with the leadership of your Section, Affiliate or SPIG to get engaged in this important process.

Two key dates to keep in mind this year are: January 12 - suggestions for subject areas in need of review are due.

February 13 - proposed new policies are due.

Please visit the APHA Web site at <> to view this year's policy development guidelines which contains a calendar of important dates and deadlines for each step of the policy development and review process. You will need your username and password for the "Members Only" section of the APHA Web site to view this information. If you have any questions, please e-mail us at <>.

Ingrid Davis, Chair, Action Board
Harry Perlstadt, Chair, Science Board
Cheryl Easley, Chair, Education Board

CDC Futures Agenda

The Centers for Disease Control (CDC) would like to hear from you as they determine its agenda for the 21st century. As part of its strategic planning process to determine this agenda, they have set up a Web site <>, and are encouraging folks to suggest priorities and areas of focus. This is your opportunity to tell CDC what you feel is important. You can provide this input by going to the Web site and clicking on the "Contact Us"
item on the menu in the left-hand column on the page.

Preventing Chronic Disease [New Journal from CDC]

CDC has launched a peer-reviewed electronic journal focused on prevention, screening, surveillance and population-based programs that address chronic disease, the agency announced. Located at: <>.

Unveiled Dec. 15, Preventing Chronic Disease: Public Health Research, Practice, and Policy (PCD) will be targeted primarily to researchers in chronic disease prevention and intervention, as well as health professionals who deal with chronic conditions and population health.

The first issue of PCD (available online at <>) includes a video about tobacco control programs and articles about nutrition, dementia surveillance, osteoporosis, population-based interventions for communities of color, diabetes prevention, law, school health, and community-based research and partnerships. Contributors include David L. Katz of Yale, who writes a regular health column for 0 Magazine, and S. Leonard Syme, emeritus professor of epidemiology at the University of California at Berkeley.

National Healthcare Quality Report

The Agency for Healthcare Research and Quality provides information on a variety of topics related to health care quality. "The National Healthcare Quality Report, developed by the Agency for Healthcare Research and Quality (AHRQ) is the first national comprehensive effort to measure the quality of health care in America. The report includes a broad set of perfomance measures that can serve as baseline views of the quality of health care. The report presents data on the quality of services for seven clinical conditions, including cancer, diabetes, end-stage renal disease, heart disease, HIV and AIDS, mental health, and respiratory disease. It also includes data on maternal and child health, nursing home and home health care, and patient safety." Find the report summary at: <>.

The full report is available from <>.

National Healthcare Disparities Report

"The National Healthcare Disparities Report, developed by the Agency for Healthcare Research and Quality (AHRQ), is the first national comprehensive effort to measure differences in access and use of health care services by various populations. The report includes a broad set of perfomance measures that can serve as baseline views of differences in the use of services. The report presents data on differences in the use of services, access to health care, and impressions of quality for seven clinical conditions, including cancer, diabetes, end-stage renal disease, heart disease, HIV and AIDS, mental health, and respiratory disease as well as data on maternal and child health, nursing home and home health care, and patient safety. It also examines differences in use of services by priority populations. Find the summary report at: <>.

The full report is available from <>.

CDC Public Health Law News

Public Health Law News is a free electronic newsletter published every weekday except holidays by CDC's Public Health Law Program. The newsletter contains summaries of news reports on public health law and related subjects; announcements of public health law--related publications, conferences, congressional hearings, and other events; a news quotation of the day; and other timely material. The newsletter is available at <>. Information about subscribing via e-mail is available at <>.

Drowsy Driving (AAA)

Most of us would admit that we have driven while tired. We also know that this is a dangerous thing to do. The AAA (American Automobile Association) Foundation for Traffic Safety provides us with information about drowsy driving and "falling asleep at the wheel," including danger signals, the risk factors implicated in drowsy driving crashes, a drowsy driving quiz, audio clips, and comments from drivers who have been in drowsy driving crashes at this Web site. Pick up an informative brochure about sleep and driving titled, "Wake Up!" And don't drive when you are tired. The URL is: <> .

Personal Knowledge Management Column

This column is devoted to personal applications and information that you, as an individual knowledge worker, can use to improve your information productivity without necessarily relying on your IT staff. The short articles and hints contained in this section will follow a framework originally developed by Prof. Paul Dorsey at Millikin University <> in Decatur, Ill.

Dorsey’s framework consists of seven areas: 1. Accessing information and ideas; 2. Evaluating information and ideas; 3. Organizing information and ideas; 4. Analyzing information and ideas; 5. Conveying information and ideas; 6. Collaborating around information and ideas; and 7. Securing information and ideas, and is an attempt to combine computer literacy with information literacy. It’s an expansion of the: “find, organize, use and disseminate” school of thinking.

Organize Net Snippets

From a company called 4Developers comes a nice product for organizing online snippets of information called Net Snippets, <>. This program is integrated into Internet Explorer (Windows PCs only). It can be used to organize Web resources and desktop applications by dropping and dragging them into a user-organized file structure. Saving selected information "snippets" rather than entire Web pages can help you organize the information you pull off the Web into some kind of coherent organizational structure. Using this program, information that you've captured is automatically date- and time-stamped and the bibliography information like source URL is captured and saved with the information. Searching across all fields including keywords, comments and custom fields using the built-in search tool is made easy. Use the tool to build your own "infobases" of relevant information - and keep track of it.

Top tips for Excel: Charts and Graphics

Many managers use Excel to keep track of data. This article from the Microsoft Web site will help you to learn new or faster ways to work with charts, graphics, and other objects. Learn how to create charts, change chart display, expand data markers, labels and text, and change drawings and diagrams. The tips are intended for those using Excel 2000, 2003 and 2003. Find the tips at: <;CTT=98>

(Please note: If the long URLs do not work when you click them, be sure to copy all lines adjacent to one another into the address line of your browser).

Clip Art to Start the New Year

Finding clip art that you can legitimately use to enhance Word and PowerPoint documents can be time consuming. To get access to more than 100,000 images from subjects ranging from backgrounds to emotions to concepts to travel or weather, visit the "Clip Art and Media" section of Images are really varied. If you want to learn more about an image, click on it. In a popup window the image will appear along with the file name, the media type (image or drawing), the dimensions in pixels, the resolution in dpi (dots per inch) and the file size. Some images are animated.

To download several graphics, click in the selection box under each graphic. Your graphics will be temporarily stored in the Selection Basket on the left-hand navigation bar. You may review your basket before downloading. To download, click the link that says, "Download x items." If you only have one image to download, you may also right click on the graphic and then select "Save image as..." Find the appropriate folder or make one and put the graphic inside that folder.

If you want to change the format from one to another format, say a .wmf file to a .gif or .jpg, you will need a graphics program such as Paint Shop Pro or Adobe Photoshop. Open the file and do File -->Save As-->select the file type such as .gif or .jpg, both of which are much smaller than .wmf files.

To insert an image into a PowerPoint presentation, open your presentation and find the slide you want to add the image to. Click on Insert -->Image-->From File-->select the image by clicking on it. Move the image to the location on the slide where you want it. Grab the selection handles to make the image larger or smaller.

Find sounds such as hand washing, dentists drilling, heart monitors and more. Think of all the fun you could have with both sound and graphics. Used judiciously, graphics can add a lot to a presentation - as long as they are unobtrusive and go with the presentation.

The site is located at: <>.

Tracking UPS and FedEx Packages

A new feature of Google <> -- tracking packages shipped by UPS and FedEx. Just type in the tracking ID. in the appropriate format and it will track it.

Another great site for package tracking is: <>. Of course you could also go directly to the UPS or FedEx Web sites and track them from there.

Checking Airport Conditions

Many HAS members travel, and travel often. Knowing what is happening at your destination airport, or even the airport you are flying from, can be critical to your travel plans. Another new Google search feature - airport conditions - will help you with this information. <> Just type in the airport ID. followed by the word airport (e.g., pdx airport) and it will provide the current FAA conditions for you. You get such information as delays by destination, general departure delays and general arrival delays. For those with a passion for collecting common air traffic management terms, be sure to click on the glossary found under the delay information. At the time Chicago OHare International Airport, Chicago, IL (ORD) was currently experiencing delays averaging 52 minutes, with some flights receiving as much as 1 hour and 41 minutes delay. Another nice feature is the gate hold and taxi delays information which at the time of investigation was about 15 minutes or less. Another nice Google feature.

Position Yourself to Write a Superior Technology Proposal

It seems as if technology changes daily. In this adopting technology article from TechSoup, and intended for nonprofit organizations, you will learn how adequate planning and a good case statement will strengthen your proposals. The artlcle is located at: <>.

Leadership Column

This section will concentrate on articles that are intended to help you think about your role as leaders in health administration and in public health and to offer practical tips for doing so. Our first article is by someone we know and admire, the penultimate Chair of our Section, Vonna Henry. Thank you, Vonna, for being a leader in providing us with helpful leadership information and by "just doing it!"


By Vonna Henry, Sherburne County Public Health, Elk River, MN

Have you ever been asked to write an article for a newsletter, run for office or do something at work that you have never done before? My advice to you is, “just do it.” The art of executing is as important as the academic theoretical know-how.

Too often as administrators we become bogged down with the pursuit of the idea. Too often we let chances to expand our experiences pass us by because we are afraid. Afraid we don’t have the knowledge or resources. We limit ourselves waiting for the right time, the right resources, and the right way.

Another phrase that is used to instruct people to get the job done is “take the message to Garcia.” The story that generated the phrase was published in 1899 by Elbert Hubbard. It related an incident leading up to the Spanish-American war. A young lawyer Garcia had organized an army of Cuban patriots that would support the U.S. troops. President William McKinley needed to get a hand-carried message to the leader Garcia and receive assurance that an invasion could begin. Despite all the planning for war, success rested not on the plan but on the execution of the plan.

The problem was that no one knew exactly where Garcia was. Someone suggested that an officer named Rowan could take the message to Garcia. Rowan had a reputation as someone who could get the job done.

Rowan was sent for, the mission was explained and he was given the message for Garcia in a sealed oil-skin pouch. Rowan saluted and left the room. Four weeks later in Cuba he found Garcia and delivered the message. Garcia replied that he was ready for the invasion and history was made.

But the point of the story is how Rowan carried out the request. He didn’t ask, how do I do this, or where is Garcia, or what resources do I have? He had the assignment and carried it out using his own initiative and creativity and efforts.

The principles in the message to Garcia:

1. Listen and understand the assignment;
2. Question only what is necessary to ensure that you and the order issuer are on the same page;
3. Take responsibility for the assignment; and
4. Upon completion, return and give a full report.

A recent example of taking the message to Garcia is the Emerging Leaders Network of Minnesota. This is a project of the Minnesota Department of Health, Minnesota Public Health Association and the Local Public Health Association of Minnesota. The group had the assignment to develop a leadership program for emerging leaders in public health. There were no models, no set curriculums, no definition of an emerging leader and limited resources. However, the group just did it. In one year they defined the program, identified a cohort of emerging leaders, provided collaborative leadership training and began the planning for continuation of the project. They could have spent the year planning and looking for the “right” way to do it. Instead they spent the year just doing it, designing, building and revising the project as they went along.

The difference between health administrators and health departments who make a difference and those who don’t are the rigor and intensity in which the health administrator pursues getting it done. Taking the message to Garcia is nothing new. Too often we focus on the process and whether we are ready. If someone is offering you an opportunity to expand your experiences, my suggestion to you is, “just do it.”

Two Years of Strategic Planning in the Health Administration Section

by Tricia Todd,

(see also Vision/Mission/Principles statement above for specifics)

“Strategic Planning” - Two words capable of causing a surprising emotional response in most people. For some, strategic planning is an exercise in exercising; for others it is the answer to everything. For the Health Administration Section it has fallen somewhere between the two – and this is a good thing.

Two years ago, the chair of the Health Administration Section, Vonna Henry, approached me and asked me to assist the HA Section in some strategic planning. I jumped at the chance because it was a unique opportunity to do strategic planning in the most challenging way without face-to-face meetings. Most of the strategic planning would be conducted using technology - e-mail, conference calls, and Web-based survey instruments.

We began by creating a strategic planning team. One of the first things the team faced was a questionnaire that challenged their willingness to make radical change in the Section. They were asked to describe what they envisioned success would look like, what they were willing to contribute to assure the success of the strategic planning process, and whether they were willing to consider dramatic changes to the way the HA Section does business.

One of the first tasks the team took on was to create a Web-based membership survey to learn more about who our members are, and what they wanted and needed. Laura Larsson, one of the team members, managed the technology details of getting the survey on the Web, allowing a number of us to pilot test it, then to send what must have seemed like an endless list of e-mails encouraging you to respond. At the 2002 Annual meeting, Vonna Henry and Joyce Gauffin (then President-Elect) facilitated the discussion of the results in a packed scientific session and received additional input into the needs and wants of the members.

All that rich information was fed back to the strategic planning team which then proceeded to frame a mission and vision for the section. Perhaps the most important result of that discussion was the creation of some guiding principles that would direct the activities of the section to assure we could fulfill our mission with meaning.

Using a wonderful new technology suggested by Laura that allowed us to put the new mission, vision and principles online and get feedback, suggestions and comments from our members. The application we used was called DocReview. It is an Web-based commenting tool that facilitates collaborative interaction and helps to democratize the process of building a mission and vision statement.

At the 2003 APHA meeting, the mission, vision and principles were discussed once again, and with additional feedback, a final mission, vision and principles were created. The vision and mission statement are presented above.

At the last meeting of the Health Administration Section at APHA, the mission, vision and principles were used to identify some of the next steps for the Section. The next step in the strategic planning process is implementing some concrete steps to meet our new mission and vision.

Today's focus: Tips for Holding Better Meetings

by Melissa Shaw <>

One of my colleagues says it best. When he's in a meeting, his Instant Messenger away message reads: "The only thing that comes out of a meeting is people." And all too often, that's true.

Although they're supposed to be productive uses of our time, most meetings have morphed into long, boring, pointless exercises, where we sit and pretend to listen to the person speaking, but we're really thinking of all the other things we could be doing at that moment.

That's why I was excited to talk with management and leadership expert Don Andersson, who breaks meetings down into three types:

* All Hear This: These are meetings for passing along information, with no questions except for clarification.

* Show and Tell: This is how you could describe most staff meetings. Everyone sits around bored as each person updates the others on what he or she is doing.

* Make a Decision: The name says it all. The group needs to come out of the meeting with a plan of action.

"The biggest challenge for meetings is to first of all know why you're calling it," Andersson says. "What is it you want to accomplish through the meeting? Put that in the form of a question that needs to be answered."

And, he adds, agendas don't cut it alone. "There's an awful lot of times that the agenda says a lot of what we're going to be covering, but we don't know what we've got to do when we cover it," he says. "We're going to cover all these items on the agenda, but now what?"

Since many of the meetings I attend fall into the Show and Tell category, I asked Andersson what steps managers can make to improve them. It turns out, the best improvement would be not holding them at all.

"The only reason you have [a Show and Tell meeting] is if people are working in silos and are not working cross-functionally at all," he says. "It means people haven't been talking." Show and Tells are symptoms that the department is not communicating, or even functioning, as well as it could, Andersson adds. The only valid reason for a Show and Tell is for colleagues to explain what they're doing in the context of asking for assistance so they can bring their project to the next level. If its purpose is to just keep tabs on what everyone's up to, you need to improve your communication.

Source: NETWORK WORLD NEWSLETTER: MELISSA SHAW ON MANAGEMENT STRATEGIES, 05/06/03. To subscribe or unsubscribe to any Network World e-mail newsletters, go to: . Note: This article was used with the permission of the author.

Getting Things Done: Time Management Tips

These tips were taken from several issues of Taylor's Time Tips, an electronic newsletter and used with permission of the author. Harold L. Taylor is the author of 'Making Time Work for You.' Subscribe to Taylor's Time Tips at this address: <>.

Budget Your E-Mail Time. Deadlines make us more efficient without losing effectiveness. So place a deadline on the time you spend reviewing your e-mail. With a deadline, you will delete more, respond to fewer messages, write shorter answers, delegate everything possible and work faster. Since you may not complete all your e-mail in the limited amount of time allocated, you are also forced to prioritize. The ones that don't get answered are probably not that important anyway. So estimate the amount of time you are spending on e-mail now, cut that time in half, and schedule that shorter time period each day. You may want to spend half the allocated time first thing in the morning and the other half after lunch. With some managers receiving hundreds of e-mails each day, it is imperative that you don't let the time infringe on priority, goal-related tasks.

A Life of Choices. Time management requires tough choices. We sometimes have to say no to important activities in order to accomplish higher priorities.

Apply what you learn. The value of any time management seminar varies directly with the willingness to apply the ideas presented.

What is Prioritizing? Prioritizing refers to determining the relative importance in the various tasks so that you can select the ones to do first.

Productivity Nap. Many of the world's most productive people have napped every afternoon, according to Stanley Smith in his book The Sacred
Rules of Management
. He recommends dozing in a parked car at lunchtime or taking a nap at home before dinner. He also claims that resting your eyes occasionally will conserve a lot of nervous energy.

Focus on Results. Strive for excellence, not perfection; achievement, not activity; efficiency, not longer hours.

Safety First When Filing. When starting a file system or moving current files into a new cabinet, always start with the bottom drawer so the cabinet won't tip.

Leadership Books to Buy or Borrow

Leadership books abound. All you have to do is to search on to find more than you can possibly read. In this section we will provide you with some interesting and recommended books on leadership and management. Your leadership recommendations may be sent to Laura Larsson, <>.

Broom, Michael and Donald Klein. The Infinite Organization: Celebrating the Positive Use of Power in Organizations. Palo Alto, CA: Davies-Black Publishing, September 2002.

Bruce, Anne. Leaders - Start to Finish: A Road Map for Developing and Training Leaders at All Levels. Alexandria, VA: ASTD, March 26, 2001.
This easy-to-use, icon-driven book offers you the opportunity to design a complete leadership training and development program from scratch or simply benchmark your existing program and make adjustments that suit your organization's specific leadership goals. The book includes dozens of useful exercises, tips, and advice for training professionals that can be put to use immediately. (from book)

Clarke-Epstein, Chris. 78 Important Questions Every Leader Should Ask and Answer. New York: American Management Association, September 2002.
Important questions for leaders to ask to survive. Your role as a leader should be to: "Ask questions. Listen to the answers. Ask some more questions. Give good answers to questions asked by others."

Koestenbaum, Peter. Leadership: The Inner Side of Greatness. San Francisco: Jossey-Bass, June 1991.
The move from leadership to greatness depends on: taking ownership and assuming accountability, shedding dependence and recognizing that "adults take care of themselves" in addition to other characteristics not mentioned here.

Lindgren, Mats and Hans Bandhold. Scenario Planning: The Link Between Future and Strategy. Palgrave: Macmillan, 2003.
Step-by-step introduction to developing complex strategies. The concept of scenario planning is as much an art as a practical management tool.

Ruderman, Marian and Patricia Ohlott. Standing at the Crossroads: Next Steps for High-Achieving Women. San Francisco: Jossey-Bass, May 8, 2002.
"The authors debunk the common myth that women must give up life's other roles to be successful professionally, and offer research conducted by the Center for Creative Leadership in conjunction with participants in The Women's Leadership Program to show that multiple roles in fact benefit and enhance women's managerial performance. The book provides individuals and their organizations with invaluable advice they can use to support women's development as managers and leaders."

Tichy, Noel. The Cycle of Leadership: How Great Leaders Teach Their Companies to Win. New York, Harper Business, August 20, 2002.
This book shows "how great companies and their leaders develop their business knowledge into "teachable points of view," spend a great portion of their time giving their learnings to others, sharing best practices, and how they in turn learn and receive business ideas/knowledge from the employees they are teaching."

Zenger, John H. and Joseph Folkman. The Extraordinary Leader: Turning Good Managers into Great Leaders. New York, McGraw-Hill, July 25, 2002.
Focuses on making good leaders great.

General Articles

It takes all of us working together to...

  • revise our mission/vision statement so that it accurately reflects our Section

  • plan an exciting and vigorous Annual Meeting program

  • write an interesting Newsletter with news you can use

  • develop policy statements that we can agree upon and stand behind

  • bring new members into the Association and into the Section

  • share our knowledge through articles, feedback and comments

  • enhance the art and practice of public health

  • base our work on the best principles of evidence-based public health

  • mentor recent MPHs and those professionals entering public health for the first time

  • develop e-learning modules for others to learn from

  • share our knowledge of public health with the public

  • guard and protect the environment, the air we breathe, the water we drink

  • keep us all healthy

  • change the world of public health