realizing the collective conscious: innovation model for multi-sector leadership development for the...
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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
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
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 multi-sector 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
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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20th Century Leadership Model
Individual Skills/Knowledge
Stronger Organizations
Hopefully Community Results ???
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Going After Big Results
Individual Capacity
Management Capacity
Collective Capacity
Network Systems
Individual
Organizational
Community
Field
Leadership Capacities Developed
Leve
l of
Imp
act Traditional Leadership
Development
Leadership Academy for the Public’s Health
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New Leadership Paradigm
Traditional Leadership Mindset New Collective Leadership Mindset
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“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
Collaborative Leadership Defined
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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
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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
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NLAPH Project Focus (defined by
team)
On-site Learning (retreat)
Distance Learning
(webinars)
Continuous Learning & Networking
(communities of practice)
Coaching (in-person and by
teleconference)
Evaluation
Key Program Elements
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NLAPH Model
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Intersection between Self/Team Community Systems/Political
Unified through Data for Planning
Assessments and Monitoring & Evaluation
CQI
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
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Phase 1 – Inspiration
Leadership Themes Inspiring others Self-awareness/ Use of self Personal growth for leadership excellence Credibility and self trust Results visioning Systems Thinking
Features Expect Success Seek Opportunity Begin Storytelling Actively Brainstorm
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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
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Phase 3 – Implementation
Leadership Themes Impact and influence Collaboration Inspiring others Boundary crossing Empowering self and
others Commitment Stakeholder trust Political, communication
and advocacy skills Systemic feedback
Features Execute Vision Develop a Communication Strategy Maintain Sponsorship, Engage
Networks and Stakeholders Experiment Tell Stories Impact Policy/Environmental Change
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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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Who are NLAPH teams Sectors
0
5
10
15
20
25
30
35
LHD SHD Hosp/HC Educ NGO Tribal Loc Govt Other
2012
2013
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Who are NLAPH teams Projects
0
1
2
3
4
5
6
7
8
9
Chronic DiseasePrevention
Tobacco Prevention Drug & ETOHprevention
EmergencyPreparedness
Maternal & ChildHealth
Oral Health Health Policy
2012
2013
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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
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
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, policy-making and problem solving
100% of teams report leveraging the individual networks of team members
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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”
Cohort 2 Mid-Term Results
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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
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
Thank you!
© 2013 Public Health Institute
Karya Lustig, MA, ISS (510) 285-5586 [email protected] www.healthleadership.org
“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.”
“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.”
Leticia Pagan, MS (510) 285-5652 [email protected] www.healthleadership.org