Background Today's context for health leadership is complex, rapidly evolving, and calls for new approaches to the development of leaders for today and the future. “We need to train our leaders to be more collaborative, to be more inclusive, and to have greater integrity. It’s a whole different set of practices[1].” The Center for Health Leadership and Practice (CHLP) has an innovative approach to leadership development that brings together teams of leaders from multiple sectors that want to advance their leadership skills and achieve health equity in their community. Program CHLP trains multi-sectoral teams in an applied, team-based, and collaborative leadership development model. Using experiential learning, an applied health leadership project is the primary vehicle for leadership learning. The core curriculum is based on five competencies: Leadership Mastery; Ability to work effectively across sectors; Application of continuous quality improvement principles; Appropriate use of data for planning, assessment, monitoring and evaluation; and Commitment to a population health perspective. The work throughout the year is divided into four phases that each includes leadership themes: 1) inspiration; 2) ideation; 3) implementation and growing; and 4) sustaining and transition[2]. Team development is further enhanced and curriculum customized with a team coach. As fellows begin the program year they begin exploring and are challenged to examine their partners, stakeholders and networks. This theme is resurfaced at each phase of the program to examine the true diversity and voices needed to achieve population health improvement. Lessons Learned Rigorous CQI processes inform cutting edge program development Developing capacities of multi-sector teams of leaders to work and lead across sectors improves their ability to successfully navigate today’s complex environment and effectively collaborate on community health projects.

1. Realizing the Collective Conscious:
Innovation Model for Multi-Sector
Leadership Development for the
Public’s Health
Karya Lustig, MA, ISS
Deputy Director
Leticia Pagan, MS
Program Coordinator

2. Center for Health
Leadership and Practice
 Over 20 years of leadership development work
Current work includes:
 National Leadership Academy
for the Public’s Health (NLAPH)
 California LAPH
 San Francisco Dept. of Public Health LAPH
 Leadership Learning Network
© 2013 Public Health Institute

3. Objectives
 Demonstrate how this innovative leadership program
improves leaders’ ability to navigate complex environments
to achieve collective impact
 Discuss an approach to leadership development that
demonstrates results of expanded partnerships with multisector teams improving population health and advancing
health equity
 Explain how diverse, interdisciplinary partnerships are
moving the community health agenda forward by leveraging
their relationships
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4. Let’s Begin with Why
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5. Complex & Wicked Problems
The value of collective leadership networks is in
their capacity to solve problems quickly in an
environment of uncertainty an
Watts 2004
d complexity.
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6. Public Health Framework for
Reducing Health Inequities
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7. 20th Century
Leadership Model
Individual
Skills/Knowledge
Stronger
Organizations
Hopefully
Community
Results ???
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8. Going After Big Results
Leadership Capacities Developed
Individual
Capacity
Management
Capacity
Collective
Capacity
Network
Systems
Level of Impact
Individual
Organizational
Community
Field
Traditional
Leadership
Development
Leadership
Academy for the
Public’s Health
© 2013 Public Health Institute

9. New Leadership
Paradigm
Traditional Leadership Mindset
New Collective Leadership Mindset
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10. Collaborative
Leadership Defined
“Collaboration needs a different kind of leadership; it
needs leaders who can safeguard the process, facilitate
interaction and patiently deal with high levels of
frustration.”
Chrislip and Larson
Research suggests that “the future of collaborative
leadership depends on the ability of leaders to engage
and collaborate with the business, government, and
social sectors.”
2013 Harvard Business Review, Lovegrove and Thomas
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11. Practice [or what]
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12. NLAPH – For a New
Health Environment
New tools required to address
leveraging the assets and partnerships
already present in communities
to develop/move toward an improved
state of the public’s health
© 2013 Public Health Institute

13. NLAPH Goals
 Drive the adoption of evidence-based
policies
 Align medicine and public health
 Improve health outcomes and move
towards greater health equity in our
nation through sustainable policy and
systems change
© 2013 Public Health Institute

14. Key Program
Elements
Distance
Learning
(webinars)
Continuous
Learning &
Networking
(communities
of practice)
On-site
Learning
(retreat)
Project Focus
(defined by
team)
Coaching (inperson and by
teleconference)
NLAPH
Evaluation
© 2013 Public Health Institute

15. NLAPH Model
Intersection
between
 Self/Team
 Community
 Systems/Political
Unified through
 Data for Planning
Assessments and
Monitoring &
Evaluation
 CQI
© 2013 Public Health Institute

16. Curriculum Overview




Phase 1 – Inspiration
Phase 2 – Ideation
Phase 3 – Implementation
Phase 4 – Growing, Sustaining, and Transition
Each phase incorporates different leadership
themes, readings, and activities
© 2013 Public Health Institute

17. Phase 1 – Inspiration
Features
 Expect Success
 Seek Opportunity
 Begin Storytelling
 Actively Brainstorm
Leadership Themes
 Inspiring others
 Self-awareness/ Use of self
 Personal growth for
leadership excellence
 Credibility and self trust
 Results visioning
 Systems Thinking
© 2013 Public Health Institute

18. Phase 2 – Ideation
Features
 Actively Brainstorm
 Engage Stakeholders
 Plan for Change
 Utilize Integrative/Systems
Thinking
 Communicate Change Plan
and Vision
Leadership Themes
 Collaboration
 Alignment
 Shared vision
 Speed of trust
 Learning from differences
 Empowering ourselves and
others
© 2013 Public Health Institute

19. Phase 3 – Implementation
Features
 Execute Vision
 Develop a Communication Strategy
 Maintain Sponsorship, Engage
Networks and Stakeholders
 Experiment
 Tell Stories
 Impact Policy/Environmental
Change
Leadership Themes
 Impact and influence
 Collaboration
 Inspiring others
 Boundary crossing
 Empowering self and
others
 Commitment
 Stakeholder trust
 Political, communication
and advocacy skills
 Systemic feedback
© 2013 Public Health Institute

20. Phase 4 – Growing, Sustaining
and Transition
Features
 Illustrate Impact
 Expand
 Evolve
Leadership Themes
 Sound and current data
 Developing others
 Networking
 Getting results
 Commitment
 Stakeholder trust
 Systems feedback
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21. Who are NLAPH teams
Geographically
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22. Who are NLAPH teams
Sectors
35
2012
2013
30
25
20
15
10
5
0
LHD
SHD
Hosp/HC
Educ
NGO
Tribal
Loc Govt
Other
© 2013 Public Health Institute

23. Who are NLAPH teams
Projects
9
8
2012
2013
7
6
5
4
3
2
1
0
Chronic Disease Tobacco Prevention
Prevention
Drug & ETOH
prevention
Emergency
Preparedness
Maternal & Child
Health
Oral Health
Health Policy
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24. Results [or so what?]
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25. Cohort 1 Results
 91% agreed that the program model was
effective and sufficient in supporting
intersectoral leadership development
 98% agreed that the program strategy of
promoting experiential learning by applying
leadership development content to Applied
Health Leadership Project was effective
 97% agreed that they would recommend this
program to colleagues
© 2013 Public Health Institute

26. Cohort 1 Results
Improvement in
three or four
leadership
domains for
majority of
participants
Self-Reported Improvement
 Individual Leadership
Mastery 94%
 Ability to work across sectors
95%
 Application of CQI Principles
84%
 Appropriate use of Data
78%
 Commitment to Population
Health Perspective 94%
© 2013 Public Health Institute

27. Cohort 1 Results
Teams report
regularly engaging
other sectors and
leveraging the
individual network
of team members
 74% of teams report
‘regularly’ involving
sectors other than their
own in planning, policymaking and problem
solving
 100% of teams report
leveraging the individual
networks of team
members
© 2013 Public Health Institute

28. Cohort 2
Mid-Term Results
 90% of teams made progress on their Applied
Health Leadership Projects
 76% of teams responded that participation in
NLAPH contributed to their growth as an
intersectoral leader
“We’re really talking differently about collaboration…I
think for each of us NLAPH illuminated our thinking.
Its taking us and our thinking to a new level”
© 2013 Public Health Institute

29. Cohort 2
Mid-Term Results
Improvement in
leadership
domains for
majority of
participants
Self-Reported Improvement
 Individual Leadership
Mastery 82%
 Ability to work across sectors
73%
 Application of CQI Principles
50%
 Appropriate use of Data
42%
 Commitment to Population
Health Perspective 53%
© 2013 Public Health Institute

30. Cohort 2
Mid-Term Results
Teams report
regularly engaging
other sectors and
leveraging the
individual network
of team members
 90% of teams advanced
their collaborative
leadership skills
 90% grew as a team or
strengthened team
functioning
 85% of teams report
effectively working
across sectors
© 2013 Public Health Institute

31. Continuous Quality
Improvement
Act
Plan
Check Reflect
Do
© 2013 Public Health Institute

32. Thank you!
“We’re living it, but if
not for NLAPH getting
us to sit down and talk
about those things
strategically, we
wouldn’t be doing it.
It’s been huge. If it
wasn’t for NLAPH,
none of this – none of
this – would be
happening.”
“In public health there are very few
funding sources that support
infrastructure. Most funding supports
deliverables. So, I think this
opportunity is unique in that
way…There are very few opportunities
for us to focus on Leadership
development....The fact that this
opportunity arose that was very
specific to leadership development
and very specific to collaborative and
multi-sector teams has really made a
difference for our project overall.”
Karya Lustig, MA, ISS
(510) 285-5586
Leticia Pagan, MS
(510) 285-5652
klustig@healthleadership.org
www.healthleadership.org
lpagan@healthleadership.org
www.healthleadership.org
© 2013 Public Health Institute