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

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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

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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

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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

• 2 Other

• 12.6 Asian/PI
• 9.7 Black

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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

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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

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CONSULTANT SELECTION 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

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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

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LOS ANGELES COUNTY PUBLIC HEALTH LEADERSHIP
INSTITUTE (LAPHLI)THEORY OF ACTION

• Long-term Outcomes
• Enhance participants commitment to and
  strengthening their accountability for the
  Departments mission, thereby strengthening the
  Departments 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 Departments 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

Short-term Outcomes Enhanced Personal
Leadership Skills (Within 6-12 months)

• 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

Inputs Trainees LA County Department Of Health
Services Public Health Senior Managers and
Program Directors
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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

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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

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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

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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

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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

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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

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COLLABORATIVE LEADERSHIP CHANGE PROJECTS

• 24 projects designed by intradisciplinary/intraorg
  anizational 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

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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

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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

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CONCLUSION

• Organizations can and should put their own legs
  on leadership training investments.