This document announces a meeting to discuss developing leadership for population health improvement. The meeting will bring together leaders of innovative health initiatives, experts in leadership development, and other knowledgeable observers. Participants will discuss the most important threats to population health and strategies to address them. They will also explore how to engage different sectors of society in health improvement efforts and what factors determine the success of such initiatives. Additionally, the meeting aims to identify the knowledge, skills, and strategies needed for effective leadership in population health improvement.

1.
Putting
New
Paradigms
into
Practice:
Transatlantic
Lessons
in
Population
Health
Improvement
Developing
Leadership
for
Population
Health
Improvement
November
8,9,
&
10,
2011
University
of
Wisconsin
Union
South
University
of
Wisconsin-­Madison
Madison,
WI,
USA
Purpose
of
the
Meeting
The
purpose
of
this
meeting
is
to
learn
how
we
can
better
identify
and
train
leaders
for
population
health
improvement.
Through
dialogue
with
knowledgeable
observers,
leaders
of
innovative
health
initiatives,
and
experts
on
leadership
development,
we
will
lay
the
foundation
for
planning
and
implementation
of
new
methods
of
public
health
education
and
training.
The
meeting
will
be
highly
interactive,
as
participants
consider
the
following
general
questions:
• What
are
the
most
important
threats
to
population
health
and
what
are
the
most
appropriate
strategies
for
addressing
them?
• What
can
public
health
leaders
and
advocates
do
to
engage
government,
health
systems,
business,
mass
media,
and
the
general
public
in
efforts
for
population
health
improvement?
• What
are
the
key
factors
that
determine
the
success
or
failure
of
initiatives
for
population
health
improvement?
• What
knowledge,
skills,
and
strategies
are
needed
for
effective
leadership
in
population
health
improvement?
How
can
leaders
simultaneously
improve
the
performance
of
their
own
organizations
and
build
multi-­‐organizational
partnerships
for
health
improvement?
Background:
The
Need
for
Intersectoral
Leadership
and
Action
There
is
increasing
acceptance
of
the
view
that
the
health
of
the
public
must
be
considered,
and
pursued,
by
institutions
and
leaders
in
all
sectors
of
society.
The
new
paradigm
of
“health
in
all
policies”
is
a
product
of
extensive
research,
experience,
and
cross-­‐national
learning:
• It
recognizes
the
enormous
physical,
mental,
and
economic
burdens
associated
with
chronic
disease
and
preventable
injuries
• It
reflects
greater
understanding
of
the
social
determinants
of
health
and
targets
the
root
causes
of
death,
disease,
and
disability

2.
• It
emphasizes
the
importance
of
designing
policies,
systems,
and
environments
that
can
better
protect
individuals
and
make
healthier
behaviors
easier
• It
depends
upon
participation
beyond
the
confines
of
traditional
public
health
agencies
and
health
services.
To
achieve
the
dual
objectives
of
sustaining
population
health
improvement
and
containing
the
costs
of
health
care
services
will
require
actions
and
resources
from
outside
of
public
health,
through
“whole
of
government”
and
intersectoral
initiatives.
But
who
will
lead
such
initiatives?
Do
we
have
the
right
types
of
leaders,
in
the
right
places,
and
in
adequate
numbers,
at
this
critical
time?
Jim
Collins
identified
leadership
as
a
crucial
factor
in
his
book,
Good
To
Great:
Why
Some
Companies
Make
the
Leap
.
.
.
and
Others
Don’t.
He
subsequently
wrote
a
short
monograph
on
going
from
good
to
great
in
the
social
sectors.
Collins
emphasizes
that
“business
thinking
is
not
the
answer”
in
the
social
sectors.
He
recognizes
that
social
sector
leaders
often
need
to
build
and
work
within
a
network
and
set
of
organizational
partnerships,
whereas
business
leaders
sit
at
the
top
of
a
relatively
fixed,
hierarchical
organizational
structure.
In
both
for-­‐profit
and
non-­‐profit
organizations,
“Level
5
leadership”
is
a
key
component
of
moving
from
good
to
great.
Collins
describes
a
Level
5
leader
as
one
who
demonstrates
“a
unique
blend
of
personal
humility
with
professional
will,”
seeks
to
set
up
one’s
successors
for
success,
gives
credit
to
others
for
successes
while
taking
responsibility
for
poor
results,
and,
crucially,
makes
the
“right
decisions
happen.”
A
Level
5
leader
outperforms
leaders
at
Levels
1-­‐4:
Level
4
Effective
leader:
catalyzes
commitment
to
and
vigorous
pursuit
of
a
clear
and
compelling
vision,
stimulating
higher
performance
standards
Level
3
Competent
manager:
organizes
people
and
resources
towards
the
effective
and
efficient
pursuit
of
predetermined
objectives
Level
2
Contributes
individual
capabilities
to
the
achievement
of
group
objectives
and
works
effectively
with
others
Level
1
Highly
capable
individual:
makes
productive
contributions
through
talent,
knowledge,
skills,
and
good
work
habits
To
be
successful,
an
organization
needs
an
appropriate
mix
of
leaders
at
levels
1,
2,
3,
and
4.
Collins
concludes
that
the
key
difference
between
a
good
and
a
great
organization
is
that
the
latter
has
a
Level
5
leader,
who
is
often
an
unassuming
personality
with
a
low
public
profile.
So,
how
we
can
better
identify
and
train
Level
5
leaders
for
population
health
improvement?
How
do
we
develop
more
effective
leaders
within
the
field
of
public
health,
and
how
do
we
educate
and
recruit
Level
5
leaders
from
outside
of
public
health
to
join
us
as
partners
in
intersectoral
initiatives?

3.
Day
1,
November
8,
8:30-­‐12:20
Time
Topic
Key
Questions
Speaker
Duration
8:30am
Welcome
and
Preview
Tom
Oliver
10
min
8:40am
The
Public
Profile
of
1.
Do
you
think
public
health
issues
are
Nick
Ross
60
min
Public
receiving
appropriate
attention
from
Health:Implications
for
government,
the
general
public,
and
Leadership
Development
mass
media?
Why
or
why
not?
2.
Can
you
give
any
examples
of
public
health
issues
that
were
addressed
particularly
well
or
particularly
badly,
and
why?
3.
What
makes
an
effective
leader
in
public
health
or
health
more
generally?
4.
What
are
the
characteristics
of
any
leaders
(in
whatever
context)
that
you
have
particularly
admired,
and
why
have
they
been
effective
in
achieving
their
goals?
9:40am
Why
Do
We
Need
Level
5
1.
What
types
of
action
are
needed
for
Kevin
Smith
80
min
Leadership
in
the
UK?
population
health
improvement
in
the
&
Response
U.K.?
from
Sian
Griffiths
2.
What
knowledge,
skills,
and
strategies
are
best
suited
to
lead
intersectoral
initiatives?
11:00am
Break
20
min
11:20am
Why
Do
We
Need
Level
5
1.
What
types
of
action
are
needed
for
Julie
Willems
60
min
Leadership
in
the
US?
population
health
improvement
in
the
Van
Dijk
U.S.?
2.
What
knowledge,
skills,
and
strategies
are
best
suited
to
lead
intersectoral
initiatives?
12:20pm
Lunch
(Served
at
Union
South)

4.
Day
1,
November
8,
1:20-­‐5:00
Time
Topic
Key
Questions
Speaker
Duration
1:20pm
Afternoon
Preview
Darren
10
min
Shickle
1:30pm
Corporate:
Employee
1.
How
does
the
strategy
underlying
Cara
McNulty
60
min
Wellness
for
Target
the
Minnesota
State
Health
Corporation
Improvement
Program
compare
to
the
strategy
for
improving
employee
health
for
Target
Corporation?
(or,
more
generally,
how
do
government-­‐
led
strategies
for
population
health
improvement
compare
to
corporate-­‐
led
strategies?)
2.
What
is
the
business
case
for
population
health
improvement?
3.
What
is
required
for
leadership
in
and
from
the
business
community?
2:30pm
Break
20
min
2:50pm
NYC
Active
Design
1.
What
are
the
key
elements
in
the
Karen
Lee
60
min
Guidelines,
Leadership,
development
and
implementation
of
and
Public
Health
the
NYC
Active
Design
Guidelines?
www.nyc.gov/adg
2.
What
are
the
lessons
learned
about
leadership
from
the
Active
Design
Guidelines
process?
3:50pm
Public
Health
Advocacy:
1.
What
was
the
situation
in
Lithuania
Aurelijus
60
min
Coalition
Building
in
that
led
up
to
the
need
for
broad-­‐based
Veryga
Lithuania
coalition-­‐building
to
create
new
action
on
alcohol
and
tobacco
control?
2.
How
was
the
coalition
built
and
who
were
the
key
leaders
enlisted
in
doing
so?
3.
What
is
the
scope
of
organizations
that
are
coalition
members?
How
did
the
coalition
develop
support
within
the
government
for
action?
4:50pm
Wrap
Up
Tom
Oliver
10
min

5.
Day
2,
November
9,
8:30-­‐1:00
Time
Topic
Key
Questions
Speaker
Duration
8:30am
Morning
Preview
Tom
Oliver
10
min
8:40am
Community:
Lindsay
1.
How
did
community
leaders
come
to
Sharon
60
min
Heights
Neighborhood
focus
on
health
as
an
important
aspect
of
Adams
Health
Alliance
reviving
the
Lindsay
Heights
neighborhood
in
Milwaukee?
2.
What
partners
are
needed
to
achieve
the
Health
Alliance’s
goals?
3.
How
do
community
members
and
local
leaders
establish
priorities
and
assign
responsibilities
for
action?
9:40am
Promising
Partnerships
1.
How
do
intersectoral
partnerships
Sylvie
60
min
for
Population
Health
exemplify
the
“health
in
all
policies”
Stachenko
Improvement
in
Canada
paradigm?
2.
What
leadership
roles
and
skills
are
required
to
sustain
and
replicate
these
partnerships?
10:40am
Break
20
min
11:00am
Intro
and
Overview
Ken
10
min
Zakariasen
11:10am
Knowledge,
Skills,
and
1.
What
are
the
essential
components
of
Cary
90
min
Strategies
of
Level
5
emotional
intelligence,
and
what
is
the
Cherniss
Leaders
relationship
between
emotional
intelligence
and
leadership
effectiveness?
2.
Are
there
differences
in
the
levels
of
emotional
intelligence
between
Level
5
leaders
and
lower-­‐level
leaders,
and,
if
so,
are
these
differences
generally
“across-­‐the-­‐board”,
or
are
there
particular
areas
of
emotional
intelligence
where
the
highest
level
leaders
clearly
excel?
3.
What
is
the
emotionally
intelligent
workplace
or
organization,
what
difference
does
it
make,
and
how
does
the
effective
leader
promote
and
facilitate
higher
levels
of
emotional
intelligence
in
their
organization?
12:40pm
Lunch
(Served
at
Union
South)

6.
Day
2,
November
9,
1:40-­‐5:00
Time
Topic
Key
Questions
Speaker
Duration
Afternoon
Preview
1:40pm
Knowledge,
Skills,
and
1.
How
should
we
train
individuals
David
Altman
90
min
Strategies
of
Level
5
(or
groups)
to
be
leaders
in
multi-­‐
Leaders
sector
partnerships,
systems
change
and
population
health
improvement?
2.
What
differentiates
top-­‐level
leaders
in
their
approach
to
making
high
impact
change,
as
compared
to
others?
3.
What
skills
or
strategies
are
used
by
leaders
in
a
given
sector
that
should
be
adopted
by
leaders
in
other
sectors
for
the
sake
of
promoting
healthier
populations?
4.
How
do
leaders
recruit
team
members
(to
their
own
organization,
and
as
partners
from
other
organizations)
and
what
information
do
they
need
to
create
and
implement
intersectoral
policies,
programs,
and
practices?
3:10pm
Break
20
min
3:30pm
Profiling
a
Level
5
Leader:
1.
An
exceptional
Ken
90
min
Larry
Meskin
leader/mentor/colleague
and
Zakariasen,
friend:
What
does
over
35
years
of
Tony
close
association
and
observation
DeAngelis,
tell
us
about
the
nature
of
a
Level
5
leader?
5:00pm
Wrap
Up
Tom
Oliver
15
min

7.
Day
3,
November
10,
8:30-­‐2:00
Time
Topic
Key
Questions
Speaker
Duration
8:30am
Morning
Preview
Tom
Oliver
10
min
8:40am
Promising
Institutional
1.
What
are
the
most
promising
forms
of
Scott
Greer
60
min
Forms
of
HiAP
in
Europe
“health
in
all
policies”
strategies
in
Europe?
2.
Where
is
effective
leadership
coming
from,
where
is
it
lacking
at
this
time?
9:40am
Review
1.
What
did
we
learn
about
types
of
All
60
min
leadership
development
needed
for
population
health
improvement?
10:40am
Break
20
min
11:00am
Models
for
Leadership
1.
What
further
research
do
we
need
to
All
75
min
Development
do
on
leadership
training
and
where
are
the
current
gaps?
2.
What
models
should
we
be
looking
at?
12:15pm
Lunch
(Served
at
Union
South)
1:15pm
Planning
Next
Steps
1.
What
are
the
next
steps
for
research,
All
60
min
program
development,
and
implementation?
2:15pm
End
This
meeting
is
collaboratively
supported
by
the
following
institutions