ArticleEvaluating the Impact of the Management Academy for Public Health: Developing Entrepreneurial Managers and OrganizationsUmble, Karl E. PhD, MPH; Orton, Stephen PhD; Rosen, Benson PhD; Ottoson, Judith EdDAuthor Information Karl E. Umble, PhD, MPH, is Program Planner and Evaluator at the North Carolina Institute for Public Health, School of Public Health, University of North Carolina at Chapel Hill. Stephen Orton, PhD, is Program Director of the Management Academy for Public Health at the North Carolina Institute for Public Health, School of Public Health, University of North Carolina at Chapel Hill. Benson Rosen, PhD, is Hanes Professor of Management at the Kenan-Flagler Business School, the University of North Carolina at Chapel Hill. Judith Ottoson, EdD, is Associate Professor at Institute of Public Health, Georgia State University, Atlanta, Georgia. Corresponding author: Karl E. Umble, PhD, MPH, North Carolina Institute for Public Health, School of Public Health, University of North Carolina at Chapel Hill, Chapel Hill, NC 27599 (e-mail: [email protected]). Journal of Public Health Management and Practice: September-October 2006 - Volume 12 - Issue 5 - p 436-445 Buy SDC AbstractIn Brief The Management Academy for Public Health is a management development program with the goals of helping public health managers learn to manage people, data, and finance, to think and plan like entrepreneurs, and to strengthen public health organizations. Managers enroll as teams and develop business plans in the Academy's extensive project-based learning component. Extensive internal and external evaluation shows that the program improves managers' knowledge, skills, and confidence in key curriculum areas; that participants apply many of the skills in their jobs; that many of the business plans receive funding, resulting in new public health programs; that the training experience helped agencies respond and plan after September 11, 2001; and that many participants report beginning to think more like entrepreneurs through activities like teaming, partnering, innovating, negotiating, finding funds, and generating revenue. The program demonstrates that robust training including extensive work-based project work with coaching can help public health managers gain many skills needed for the drive to “reinvent” government. Umble et al summarize results from the impact evaluations of the Management Academy for Public Health. © 2006 Lippincott Williams & Wilkins, Inc.