ABSTRACT
This article began with Barbara Sabol and Henrie Treadwell's conversations about public health leadership and their assertion that today's leaders must take bolder steps to ensure health care for the underserved. They discuss a number of characteristics that they consider essential if leaders are to reach beyond the status quo and create change in their hospitals, health systems, and communities.
ABSTRACT
This article began with Barbara Sabol and Henrie Treadwell's conversations about public health leadership and their assertion that today's leaders must take bolder steps to ensure health care for the underserved. They discuss a number of characteristics that they consider essential if leaders are to reach beyond the status quo and create change in their hospitals, health systems, and communities.
Subject(s)
Community Health Services , Leadership , Public Health , Vulnerable Populations , Health Status Disparities , Healthcare Disparities , Humans , Professional Role , Public Health/education , United StatesABSTRACT
True collaboration among large federal agencies is rare, as is that among large and influential national foundations. The collaboration between two major government health agencies (The Centers for Disease Control and Prevention and the Health Resources and Services Administration) and three major health foundations (the W.K. Kellogg Foundation, the Robert Wood Johnson Foundation, and the CDC Foundation) to create the Management Academy for Public Health is unprecedented in public health over the past quarter century. We attribute this success to the unique combination of a strong foundation of relationships between the partners and a commitment to generative dialogue throughout the design and implementation of the program. The success and sustainability of the Academy derive directly from these critical success factors, serving as an exemplary model for future collaborative endeavors.
Subject(s)
Cooperative Behavior , Interinstitutional Relations , Public Health Administration/education , Schools, Public Health/organization & administration , Centers for Disease Control and Prevention, U.S./organization & administration , Federal Government , Foundations/organization & administration , Humans , North Carolina , Program Development , United States , United States Health Resources and Services Administration/organization & administration , WorkforceABSTRACT
Public health leaders and managers need new leadership and management skills as well as greater entrepreneurial acumen to respond effectively to broad demographic, socioeconomic, and political trends reshaping public health. This article asserts that the need for such training and skills was the impetus for the conceptualization, design, and launch of the Management Academy for Public Health--an innovative executive education program jointly offered by the schools of business and public health at the University of North Carolina at Chapel Hill.
Subject(s)
Leadership , Public Health Administration/education , Entrepreneurship , Humans , North Carolina , Organizational Innovation , Politics , Professional Competence , Schools, Public Health , WorkforceABSTRACT
This research is designed to share valuable experiences and transferable principles from program staff of the Legacy/Community Voices initiative who have been involved in planning, implementing, evaluating, and sustaining tobacco control activities in underserved communities. Interviews were conducted with 13 front line staff from 9 sites: Alameda County, California; Detroit, Michigan; El Paso, Texas; Ingham County, Michigan; Miami, Florida; New Mexico; North Carolina; Northern Manhattan; and West Virginia. A model emerged from these interviews that places the life cycle of a program in a central position, with many of the identified themes (working with local champions, obtaining support from multiple partners, increasing organizational capacity) repeated throughout, albeit in different forms at different stages. Reflecting upon wisdom gained and identifying best processes for such work may help ensure that tobacco control programs are developed that are culturally safe and effective in meeting the needs of diverse communities throughout the United States.
Subject(s)
Community Health Planning/organization & administration , Health Policy , Health Services Accessibility , Tobacco Use Cessation/ethnology , Tobacco Use Disorder/ethnology , Tobacco Use Disorder/prevention & control , Vulnerable Populations/ethnology , Community Participation , Humans , Interviews as Topic , Medically Underserved Area , Program Development , Social Justice , Socioeconomic Factors , United States , WorkplaceABSTRACT
The need for a more integrated public health system led the W. K. Kellogg Foundation (WKKF) to establish Turning Point (TP): Collaborating for a New Century in Public Health, with a goal of transforming and strengthening the current public health infrastructure. WKKF partners with the Robert Wood Johnson Foundation (RWJF), the National Association of County and City Health Officials, the University of Washington, the Lewin Group, and the New York Academy of Medicine to support activities of 41 community and tribal jurisdiction grantee partnerships in 14 states. Preliminary evaluation of partnerships participation indicate: (1) most have accomplished breadth; (2) many did not achieve depth prior to the end of initial recruitment and (3) when the mission was internalized, penetration occurred. Strengthening public health systems requires redevelopment of human, organizational, financial, educational and information resources, and as in the past, WKKF will work to this end.
