Realizing the Collective Conscious:
Innovation Model for Multi-Sector
Leadership Development for the
Public’s Health
Karya...
Center for Health
Leadership and Practice
 Over 20 years of leadership development work
Current work includes:

 Nationa...
Objectives
 Demonstrate how this innovative leadership program
improves leaders’ ability to navigate complex environments...
Let’s Begin with Why

© 2013 Public Health Institute
Complex & Wicked Problems
The value of collective leadership networks is in
their capacity to solve problems quickly in an...
Public Health Framework for
Reducing Health Inequities

© 2013 Public Health Institute
20th Century
Leadership Model
Individual
Skills/Knowledge

Stronger
Organizations

Hopefully
Community
Results ???

© 2013...
Going After Big Results
Leadership Capacities Developed
Individual
Capacity

Management
Capacity

Collective
Capacity

Net...
New Leadership
Paradigm

Traditional Leadership Mindset

New Collective Leadership Mindset

© 2013 Public Health Institute
Collaborative
Leadership Defined
“Collaboration needs a different kind of leadership; it
needs leaders who can safeguard t...
Practice [or what]

© 2013 Public Health Institute
NLAPH – For a New
Health Environment
New tools required to address
leveraging the assets and partnerships
already present ...
NLAPH Goals
 Drive the adoption of evidence-based
policies
 Align medicine and public health

 Improve health outcomes ...
Key Program
Elements
Distance
Learning
(webinars)

Continuous
Learning &
Networking
(communities
of practice)

On-site
Lea...
NLAPH Model
Intersection
between
 Self/Team
 Community
 Systems/Political

Unified through
 Data for Planning
Assessme...
Curriculum Overview





Phase 1 – Inspiration
Phase 2 – Ideation
Phase 3 – Implementation
Phase 4 – Growing, Sustaini...
Phase 1 – Inspiration
Features
 Expect Success
 Seek Opportunity
 Begin Storytelling
 Actively Brainstorm

Leadership ...
Phase 2 – Ideation
Features
 Actively Brainstorm
 Engage Stakeholders
 Plan for Change
 Utilize Integrative/Systems
Th...
Phase 3 – Implementation
Features
 Execute Vision
 Develop a Communication Strategy
 Maintain Sponsorship, Engage
Netwo...
Phase 4 – Growing, Sustaining
and Transition
Features
 Illustrate Impact
 Expand
 Evolve

Leadership Themes
 Sound and...
Who are NLAPH teams
Geographically

© 2013 Public Health Institute
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
...
Who are NLAPH teams
Projects
9

8

2012
2013

7

6

5

4

3

2

1

0
Chronic Disease Tobacco Prevention
Prevention

Drug &...
Results [or so what?]

© 2013 Public Health Institute
Cohort 1 Results
 91% agreed that the program model was
effective and sufficient in supporting
intersectoral leadership d...
Cohort 1 Results
Improvement in
three or four
leadership
domains for
majority of
participants

Self-Reported Improvement
...
Cohort 1 Results

Teams report
regularly engaging
other sectors and
leveraging the
individual network
of team members

 7...
Cohort 2
Mid-Term Results
 90% of teams made progress on their Applied
Health Leadership Projects
 76% of teams responde...
Cohort 2
Mid-Term Results
Improvement in
leadership
domains for
majority of
participants

Self-Reported Improvement
 Indi...
Cohort 2
Mid-Term Results

Teams report
regularly engaging
other sectors and
leveraging the
individual network
of team mem...
Continuous Quality
Improvement

Act

Plan

Check Reflect

Do
© 2013 Public Health Institute
Thank you!
“We’re living it, but if
not for NLAPH getting
us to sit down and talk
about those things
strategically, we
wou...
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Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the Public’s Health

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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.

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Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the Public’s Health

  1. 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. 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. 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 © 2013 Public Health Institute
  4. 4. Let’s Begin with Why © 2013 Public Health Institute
  5. 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. © 2013 Public Health Institute
  6. 6. Public Health Framework for Reducing Health Inequities © 2013 Public Health Institute
  7. 7. 20th Century Leadership Model Individual Skills/Knowledge Stronger Organizations Hopefully Community Results ??? © 2013 Public Health Institute
  8. 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. 9. New Leadership Paradigm Traditional Leadership Mindset New Collective Leadership Mindset © 2013 Public Health Institute
  10. 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 © 2013 Public Health Institute
  11. 11. Practice [or what] © 2013 Public Health Institute
  12. 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. 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. 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. 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. 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. 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. 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. 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. 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 © 2013 Public Health Institute
  21. 21. Who are NLAPH teams Geographically © 2013 Public Health Institute
  22. 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. 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 © 2013 Public Health Institute
  24. 24. Results [or so what?] © 2013 Public Health Institute
  25. 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. 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. 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. 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. 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. 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. 31. Continuous Quality Improvement Act Plan Check Reflect Do © 2013 Public Health Institute
  32. 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
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