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PHLS Annual Program — The State Health Leadership Initiative (SHLI) November 4, 2007

PHLS Annual Program — The State Health Leadership Initiative (SHLI) November 4, 2007. Mark B. Horton, MD Director California Department Of Public Health. Challenges inherent in the office of the SHO. A State Agency is a complex organization

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PHLS Annual Program — The State Health Leadership Initiative (SHLI) November 4, 2007

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  1. PHLS Annual Program —The State Health Leadership Initiative (SHLI)November 4, 2007 Mark B. Horton, MDDirectorCalifornia Department Of Public Health

  2. Challenges inherent in the office of the SHO • A State Agency is a complex organization • Thousands of employees, billion dollar budgets, and wide-ranging responsibilities in addition to core public health • New SHOs may have modest relevant management experience • 1 in 4 new SHOs report 5 or less years of experience in the field of public health • 3 out of 5 new SHOs report no prior administrative or management experience in public health • The job and the agency exist in a political environment • Short Tenures (3 year median) • 9 out of 10 serve at the will of the Governor

  3. State Health Leadership Initiative (SHLI) Accelerates the leadership development of new SHOs as • Leaders • Policymakers • Administrators • Advocates

  4. Major Components of the SHLI • New SHO site visit • Mentoring program • Networking meetings • Annual leadership retreat (Harvard-Kennedy School of Government) • Personalized skill-building assessment • Customized technical assistance ($5,000) for personal/professional development

  5. The Strategic Goals of the Program During their tenure as a SHO: • Be an active and respected member of the state’s health policy team. • Be a trusted and respected state public health leader. • Develop constituent support for the public health agenda. • Develop and manage the resources for the agency to accomplish the strategic public health objectives. • Have a personal and professional support system that contributes to success. After leaving office: • Leave a legacy at the Agency and State. • Continue involvement in public health service .

  6. Indicators of Success • 44% of SHLI Alumni served in a national public health leadership capacity on the ASTHO Executive Committee • 89% of SHLI Alumni participated in national public health policy development through the ASTHO Policy Committee structure • 81% of SHLI Alumni remain active in the public health arena either directly through their new work environment or indirectly through their volunteer activities • 72% of SHLI Alumni remain active in the SHLI through involvement as Mentors and Networking Speakers

  7. Future Vision for Public Health Leadership • Implement sound public health policy in increasing political environment • Involvement of public health in the health system • Demonstrate and articulate stakeholder relevant, measurable contributions to health outcomes • Leveraging the power of the position to lead across agencies

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