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The Los Angeles Public Health Leadership Institute: An Intra-organizational Approach To Leadership Development. APHA Session: 4143.0 The Challenge of Leadership in Public Health Tuesday, November 9, 2004. AUTHORS. Bridget Ward

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The Los Angeles Public Health Leadership Institute: An Intra-organizational Approach To Leadership Development

APHA Session: 4143.0

The Challenge of Leadership in Public Health

Tuesday, November 9, 2004

authors
AUTHORS
  • Bridget Ward
    • Director, Office of Organizational Development and Training, Los Angeles County Department of Health Services – Public Health
  • Carol Woltring
    • Executive Director, Center for Health Leadership and Practice, Public Health Institute
  • Jonathan Fielding
    • Director of Public Health and Health Officer, Los Angeles Department of Health Services – Public Health
los angeles county
4,084 square miles - 88 cities

Population (January 2004) - 10,103,000

Population is larger than 41 states

44.6% Hispanic

31.1 % White

Languages

224 languages spoken in LA County

92 languages spoken in LAUSD

Education

80 school districts in LA County

12.6 % Asian/PI

9.7% Black

LOS ANGELES COUNTY
  • 2% Other
los angeles county department of health services
LOS ANGELES COUNTY DEPARTMENT OF HEALTH SERVICES
  • 2nd largest Health Department in the U.S.
  • Total DHS workforce - 24,229 employees
  • Public Health
    • 4,140 employees (17%)
    • 38 different programs, including 8 geographically divided areas
    • 19% of total DHS budget
why leadership development
WHY LEADERSHIP DEVELOPMENT ?
  • Ten Essential PH Services
    • Assure a competent public and personal health care workforce
  • Enhanced performance through improved leadership
  • Improved collaboration across the Department
  • Leadership needed for:
    • Launching new PH initiatives and strategic plan
    • New challenges such as BT and emerging infections
consultant selection process
CONSULTANTSELECTION PROCESS
  • OODT decided to use internal advisory/planning committee and outside consultant to conduct the Institute
  • Research for consultants with Public Health experience who would customize the curriculum to LA goals and objectives
  • Center for Health Leadership and Practice was selected
target audience
TARGET AUDIENCE
  • 104 Senior Managers (top 4 levels in LAPHS-PH)
  • 4 Cohorts of 25-30 Senior Managers trained in 3-4 month program from October 2003 – December 2004
los angeles county public health leadership institute laphli theory of action
LOS ANGELES COUNTY PUBLIC HEALTH LEADERSHIP INSTITUTE (LAPHLI)THEORY OF ACTION

Long-term Outcomes

  • Enhance participants’ commitment to and strengthening their accountability for the Department’s mission, thereby strengthening the Department’s overall accountability to the residents of Los Angeles County
  • Foster the development of a shared vision and integrative approach to defining and achieving Departmental goals
  • Promote the practice of collaborative leadership skills within the Department and increase the success of internal and external collaborations
  • Increase evidence-based decision-making by participants in addressing public health challenges
  • Enhance the Department’s capacity for learning and change through improved leadership capabilities of participants
  • Contribute to the development of an organizational culture that promotes leadership (including the next generation of leaders) through role modeling and coaching by participants

Leadership

Institute Activities

Skills Training Areas

  • Personal Leadership
  • Organizational Leadership
  • Community
  • Leadership

Learning Activities

  • Workshops

(Five Days)

  • Personal

Leadership

Assessments

  • Executive

Leadership

Development

Plan

  • Personal

Coaching

  • Collaborative

Leadership

Change Project

Short-term

Outcomes

Enhanced

Personal

Leadership

Skills

(Within 6-12 months)

Inputs

Trainees

LA County Department

Of Health Services

Public Health Senior

Managers and

Program Directors

laphli key content areas
LAPHLIKEY CONTENT AREAS
  • Current Leadership Challenges in Public Health and LADHS-PH
  • Leadership Skills for the 21st Century
  • Leading and Managing
  • Reflective Leadership: Knowing Your Personality Preferences (MBTI)
  • Systems Thinking
  • Designing and Leading Collaborative Organizational Change
  • Communications
  • Sustaining Collaborative Change Work
  • Developing Leadership in Others
evaluation
EVALUATION
  • Consultant hired to assess:
    • Cohort I
      • Short term objectives
      • Recommendation if LAPHLI should continue
      • Ten in-depth interviews following completion
      • 6-month Follow up study
    • Cohorts I, II, and III
      • Comparison across Cohorts
  • Daily evaluation forms
    • Completed by each participant
    • Reviewed by trainers for immediate feedback
cohort i evaluation results
COHORT I EVALUATION RESULTS
  • 75% recommended Cohort II and III be approved
  • None recommended it should not continue
  • 25% stated it should continue if executive staff participated
  • 53% identified it as their single top experience for short term training
  • All identified as one of their top 4 experiences for short term training
results of in depth cohort i interviews
RESULTS OF IN-DEPTH COHORT I INTERVIEWS
  • Medium to high scores for daily learning objectives
  • Collaborative Leadership Change Projects useful for participant and Department
  • LAPHLI should continue
  • High agreement for personal leadership ability improvement
  • Too soon to determine scope for entire department
results of 6 month follow up interviews
RESULTS OF 6 MONTH FOLLOW-UP INTERVIEWS
  • LAPHLI adds value for individual and Department
  • Strong commitment to personal leadership development
  • Senior/Executive involvement needed for

challenges with change projects

  • Most valuable benefit is interaction

with staff across the Department

comparison of cohorts i ii and iii
COMPARISON OF COHORTS I, II, AND III
  • Remarkably consistent results among cohorts and scores
  • Immediate use for new skills to add to existing skills
  • Individual abilities and organizational capabilities are improved
  • Collaboration across Department

will continue to improve

collaborative leadership change projects
COLLABORATIVE LEADERSHIP CHANGE PROJECTS
  • 24 projects designed by intradisciplinary/intraorganizational teams
  • Internal tracking being done
  • Results, lessons learned, challenges are showcased at on-going Leadership Forums
  • LAPHLI produced positive

outcomes for participants and

the Department

leadership forum
LEADERSHIP FORUM
  • Internal Leadership Group comprised of the 104 LAPHLI Graduates
  • Self-Governed
  • Meet Bi-Monthly for ½ day
  • Six Goal Teams
  • Commitment to ongoing leadership development and culture change
laphli future directions
LAPHLI FUTURE DIRECTIONS
  • Leadership Forum – sustained development and action
  • Leadership skill-building workshops for alumni and their managers (next level)
  • Succession Planning – including future staff development strategies
  • Development of internal coaching and mentoring strategies
conclusion
CONCLUSION
  • Organizations can and should put their own “legs” on leadership training investments.