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

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 © 2013 Public Health Institute

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

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

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

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

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 © 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 © 2013 Public Health Institute

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

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

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

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