Pictured (L to R): Christopher Whiteside & Emman Parian
ABOUT DELPH
The Association of State and Territorial Health Officials (ASTHO) and the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine, with funding support from the CDC, are proud to support the Diverse Executives Leading in Public Health (DELPH). This program increases and strengthens participants’ visibility and exposure in public health systems, access to key networks, and provides personalized leadership development experiences.
OUR PROGRAM SEEKS TO ACHIEVE THIS GOAL BY:
• Empowering participants to be more visible in governmental public health.
• Expanding access to key networking opportunities for participants.
• Enhancing participant personal leadership identity.
• Creating strategic leadership development plans.
• Developing peer support network connections.
DELPH was designed to enhance the capacity and strengthen the networks of mid- to senior-level governmental public health professionals from identity groups that are under-represented in public health leadership. Program participants are selected from experienced public health professionals who self-identify from an underrepresented group, including people of color, disability status, women, and LGBTQ+ individuals.
Cultivating Leadership Excellence: A Vision for DELPH’s Future
As the Director of the Diverse Executives Leading in Public Health (DELPH) program, I am deeply grounded by our core values, which guide our community and its endeavors. At the heart of DELPH are values that emphasize not only leadership development but also personal growth, authenticity, and a commitment to fostering meaningful connections.
Diversity is not just a buzzword for DELPH—it’s a fundamental aspect of who we are and what we stand for. We believe that representation from various communities—persons of color, disability status, women, and LGBTQ+ are essential for stimulating creativity, fostering collaboration, and driving meaningful change. As we continue our recruitment for future Scholars from diverse backgrounds and disciplines, I’m dedicated to ensuring our program represents the varied voices and experiences in public health while building an extensive pipeline for representation within public health leadership spaces.
Networking is a powerful tool for professional growth and development, DELPH recognizes the value of building connections with leaders and subject matter experts in the field. Moving forward, I am committed to expanding our network of mentors and partners, providing Scholars with even more opportunities for mentorship, collaboration, and peer-to-peer sharing. Our DELPH Partner “wellness check-ins” will expand to encompass public health leaders representing our advisory board. By fostering a culture of authentic connection and support, we can empower our Scholars to thrive within and beyond the program.
As DELPH Cohort 4 Scholars emerge from the program, they will leave their presence known as a C4 BOOM, if you will. Armed with a renewed sense of purpose, a sharpened set of leadership skills, and a deep commitment to advancing health equity, they will make their mark on the world of public health. Whether leading initiatives within their organizations, advocating for policy change at the highest levels, or spearheading grassroots efforts in their communities, DELPH alums are driving positive change and shaping the future of public health for generations to come.
The DELPH community is more than just a network—IT’S A FAMILY. A family bound together by a shared sense of purpose, a commitment to equity, and a belief in the power of collective impact. As the Scholars continue their journeys beyond DELPH, they carry the knowledge and skills they’ve gained and the relationships and connections that will sustain them for years to come.
Latoya Sahadeo DELPH Director
Pictured: Latoya Sahadeo
Do you have what it takes to be a great leader? ABSOLUTELY, YES!
By Avia Mason, MPH Vice President, Leadership and Learning, ASTHO
In today’s dynamic and rapidly changing world, organizations need leaders who can effectively lead teams, build trust, model the way, and inspire empowered execution. Becoming a great leader is not just about professional success but also a journey of personal growth. It’s a process that succeeds in embracing challenges, seeking feedback, fostering connections, and cultivating understanding. In the words of Viola Davis, “I think you are only as connected to other people in the world as you are to yourself.” This sentiment holds true in leadership, where being open to learning, vulnerability, and selfreflection makes leaders human, authentic, and able to build trust and grow.
Great leaders are not born with innate talent; rather, they intentionally put themselves in situations where they must learn, adapt, and grow. These experiences become crucibles for developing the tenacity and fortitude needed to motivate and guide others. With a shift in mindset to focus on purposedriven leadership, consistent use of compassion, emphasizing self-care, and building a teamingbased model, we can help cultivate a thriving organizational culture we need to face the dynamic challenges of the future.
Purpose-Driven Leadership: Organizations that prioritize purpose-driven leadership not only have a higher chance of attracting, engaging, and retaining talented individuals but also create a positive and
hopeful work environment. When leaders help their team members find meaning in their work and connect it to the organization’s purpose, a shared sense of direction, alignment, and commitment is created. Purpose-driven leaders not only foster greater performance and persistence but also cultivate a sense of belonging within the organization. Research suggests that purpose is a significant driver of employee engagement and satisfaction, and it plays a crucial role in determining whether young professionals seek to pursue leadership positions.
Consistent Use of Compassion: Successful leaders understand that their personal competence alone is not enough for achieving success. Compassionate leaders who prioritize empathy and understanding are more effective in strengthening trust within their teams and promoting organizational collaboration. Compassionate leadership decreases turnover rates and enables leaders to uncover hidden talents and leverage the skills and contributions of others. By fostering a compassionate leadership culture, organizations can create an environment where individuals feel valued and supported, increasing productivity and innovation.
Creating a Teaming-Based Model: Organizations can benefit from adopting a hybrid, team-based model to adapt to the changing landscape of work. This model emphasizes the importance of communication with greater speed, inclusion, and
transparency. Organizations can drive collaboration, innovation, and agility by adjusting culture and leadership behavior in conjunction with these process changes. A teaming-based approach allows for diverse perspectives, encourages cross-functional collaboration, and enables the organization to respond quickly to challenges and opportunities.
Making time for Self-Care: Many of the people you meet on this journey may be self-proclaimed overachievers or Type A personalities. However, we are starting to realize that the relentless pursuit of professional perfectionism, the feeling that what we have achieved is never enough, comes at a heavy cost to our well-being. The drive for perfectionism can lead to workaholism, which in turn can result in depression, anxiety, and burnout. The COVID-19 pandemic shed light on the severity of overwork and burnout in the public health workforce. As a result, more people are considering scaling back and prioritizing self-care. As leaders, your teams will notice your behavior and whether you are practicing self-care or not. Encouraging others is one thing, but doing it for yourself is another.
In her book “Never Enough,” journalist Jennifer Wallace introduces the concept of “mattering.” Mattering means feeling secure in meaningful connections with others and being seen, cared for, and understood. Shifting from the societal trend of achievement addiction and unhealthy perfectionism is essential. It is about creating environments reinforcing the idea that achievements do not define one’s worth. As a leader, it speaks volumes for your team to see what you think matters. Don’t make the mistake of it being the work over them as individuals.
Becoming a great leader is a journey of continuous learning and growth. It requires embracing challenges, seeking feedback, fostering connections, and cultivating understanding with others. By letting go of perfectionism and prioritizing well-being, leaders can create a culture where employees feel empowered to prioritize self-care without fear of repercussions. Through modeled behavior, consistent communication, and demonstrated trust, leaders become great – which allows their teams to thrive and their organizations to make lasting impacts that will remain well beyond the leader’s tenure.
BATON PASSING THE
As you embark on this journey, remember that you are not alone. You stand shoulder to shoulder with a community of dedicated individuals who share your commitment to improving the health and well-being of all people. Embrace challenges ahead as opportunities for growth and innovation. And just as those who came before us lifted us up, so too shall we lift you up, supporting you, guiding you, and cheering you on every step of the way. I urge you to embrace the diversity of perspectives, experiences, and voices that surround you. For it is in this diversity that our greatest strength lies, and it is through collaboration, empathy, and solidarity that we will achieve our shared vision of a healthier, more equitable world.
Tosha Bock
“You will get out of this experience as much as you are willing to. You just need to be brave and vulnerable and get out of your comfort zone.
I learned as much from this program as I did from my fellow cohort members; each of them is an amazing human being and an expert in their field. I was fortunate enough to learn from their experiences, their input, and their knowledge. I love you, cohort 3.”
Lisette Marquez
“One of the things that I’ve learned in this journey of leadership and which was shared to me by my executive coach, is that often when we climb the hierarchy, whether it’s at a community level, municipal level or organizational level, it often comes at the expense of our self-care. Don’t lose sight of that, protect your crown, protect your peace, and always remember you do not have to set yourself on fire to keep other people warm.” Second, I dare you to be the very thing that your acronym states that it is, and that’s C4! I want you to be explosive. I need you to take all of those collective visions, all of those lived experiences, all of those skills to mesh it and mold it together to become a formidable weapon that goes up against every system, every structure, every policy and every paradigm that even remotely dares to prohibit the advancement of equity, diversity, inclusion, and especially justice!”
Keon Lewis
“No matter what fears and weaknesses you entered the program with, if you take the tools and do the work, you won’t leave with those same obstacles.”
Erika Kirtz
As I reflect upon the words of wisdom and motivation to pass the baton on to Cohort 4, it is the spirit of collaboration, compassion, and service that will truly set you apart.
Remember the lessons learned, the friendships forged, and the experiences that will shape you into the leaders you already are. Carry forward the torch of knowledge, compassion, and integrity, and let it guide you as you continue to make meaningful contributions to the field of public health and to each other in the months to come.
Repeat after me: “I will check-in on you when times get rough, You will not give up as we are in this together, and You are valued and deserve to be in every space”.
Remember to give each other grace and more importantly give yourself grace. Take advantage of every opportunity and moment for self-reflection and growth. Learn from each other and take the time to develop those 1:1 connections. Be present and show up in your full authentic self.
To cohort 4, the world awaits your talents, your passion, and your vision for a healthier, more equitable future. Go forth with courage, conviction, and the knowledge from this transformative program that you have the power and tools needed to change the world.
Samia Hussein
DIVERSE EXECUTIVES LEADING IN PUBLIC HEALTH
COHORT 4
Eman Addish
Tasha Catron
Chelsei Granderson
Andrea Lee
Kristian Myers
Emman Parian
Eddy Pierre
Maryssa Sadler
Ninah Sasy
Monica Tavares
Zachary Thornhill
Deloris Walker
Samantha Wells
Christopher Whiteside
Monique Wilson
Where does Cohort 4 Represent?
ISLANDS:
COHORT 4
WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY?
Leading with empathy and fostering growth.
WHAT MINDSETS, QUALITIES, OR TALENTS HAVE YOU FOUND TO CHARACTERIZE TOP INNOVATORS THAT YOU MOST ADMIRE AND HOW DOES ONE CULTIVATE THESE ATTRIBUTES?
Top innovators stand out for their continuous curiosity, seeking new ideas and perspectives. They approach challenges creatively, thinking outside the box to find novel solutions. Even in the face of setbacks, they remain resilient, maintaining a growth mindset. They readily adapt to change, embracing new concepts and environments. These leaders excel in collaboration, working effectively with diverse teams and valuing different perspectives. They possess a clear vision of their objectives and goals, inspiring colleagues. Moreover, they empathize with others, understanding their needs and experiences.
To cultivate these traits, individuals should continuously learn, seek diverse experiences, and participate in creative activities. They should build resilience by learning from setbacks and cultivate empathy through active listening. Establishing a support network of mentors and peers who can provide guidance and advice is also essential. Regularly reflecting on experiences can help identify areas for improvement and guide actions to enhance skills further.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
What I find most rewarding about my work in public health is the ability to use data to guide our program’s activities. In my current role, I use data to identify individuals who are dually diagnosed with substance use disorder and hepatitis C but are not currently receiving care. Through our navigation program, our outreach specialists link them to treatment for both diagnoses if they are ready. Additionally, we use data to assess gaps in care, breaking it down by demographic characteristics to identify disparities among marginalized and priority populations. This helps ensure equity is at the forefront of our team’s work. My team members’ diverse roles and backgrounds also inspire me and encourage me to think creatively.
EMAN ADDISH
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Public Health in Epidemiology, Drexel Dornsife School of Public Health
• Bachelor of Science in Biology, University of California, Irvine
• Member, Council of State and Territorial Epidemiologists
Here’s a leadership development resource I recommend, scan the QR to open: The podcast Dare to Lead with Brené Brown.
TASHA CATRON
Here’s a leadership development resource I recommend, scan the QR to open: Authentic Leadership by:
Dan Owolabi
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Bachelor of Arts in Community Health Education, Malone University
• Certified Health Education Specialist, National Commission for Health Education Credentialing
• Member, Ohio Society for Public Health
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
Change is an inevitable part of life, and it can be challenging to navigate at times. However, I have found it helpful to cope with change by remembering the Serenity Prayer, which is often attributed to Reinhold Niebuhr. The prayer encourages you to accept the things that you cannot change, muster the courage to change the things that can be changed and have the wisdom to know the difference.
I consider myself flexible. Over time, I’ve learned the importance of pivoting. I like to think of it as not if change comes but rather when change comes.
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
A colleague recommended the DELPH program to me, and I’m grateful for that recommendation. After thoroughly reviewing the program’s details and watching the testimonial video, I had no doubts about wanting to be a part of DELPH. This program provides an excellent opportunity to learn and improve my public health leadership skills, connect with other like-minded professionals, and foster genuine relationships. Even though I’ve only been in the program for a few months, the connections, knowledge, and insight I’ve gained have been invaluable. I’m excited about the opportunities that lie ahead.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
Since I was young, I have always had a passion for helping and advocating for others. I consider myself fortunate to have a fulfilling career in public health, starting as a community health worker, where I focused on reducing infant mortality rates among African American mothers. Later, I transitioned to the role of a child injury prevention coordinator, focusing on lowering childhood injuries, and now I proudly serve as a diversity, equity, and inclusion specialist. Regardless of my position, I am grateful for the opportunity to make a difference in the communities I serve. My commitment to public health and my passion for making a difference motivates me to continue working toward creating better, safer, and healthier communities for all.
Here’s a leadership development resource I recommend, scan the QR to open: The Introverted Leader: Building on Your Quiet Strength by Jennifer B. Kahnweiler.
CHELSEI GRANDERSON
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Science in Public Health, Meharry Medical College
• Bachelor of Science, Middle Tennessee State University
• Public Health Leadership Fellow, Public Health Leadership Institute Region IV
• Board member, Tennessee Public Health Association
• Member, American Public Health Association
• Member, American Evaluation Association
• Member, Delta Sigma Theta Sorority, Inc.
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
The DELPH program appealed to me because it would strengthen my leadership skills and expand my network for learning and support in public health. My primary goal in joining DELPH was to develop my skills and clarify my career goals. I was also interested in connecting with and learning from scholars with diverse backgrounds and experiences. After just a short time, the program has truly exceeded my expectations. I am so grateful for my DELPH family and honored to have been allowed to share space with such a fantastic group.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
Throughout my life, I have wanted to help and serve others, especially vulnerable and underserved people. How I do this has changed over time, and I have found my niche in public health. Engaging the community is one of my favorite parts of my public health work. Authentic community engagement means working with the community rather than for the community. Truly engaging communities allow us to hear and elevate their voices, crucial for advancing health equity. Community members and leaders empowering each other to do good in their local community is a remarkable outcome of the engagement. By leveraging the engagement results for policy, system, and environmental changes, we can see how the work impacts lives.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“If they don’t give you a seat at the table, bring a folding chair.” —Shirley Chisholm
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
Every job requires flexibility, especially in the public health sector. However, working at a local health jurisdiction during a global pandemic was the ultimate test in my ability to pivot and transition efficiently as my agency’s needs constantly shifted. I managed multiple competing priorities during my reassignment while maintaining my regular duties. I learned that I am resourceful, adaptive, and flexible when met with change. However, I also realized that knowing my boundaries and setting them firmly with those around me is also critical to success, both in the workplace and at home.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
My first job after college was at an outpatient mental health clinic in a predominantly Asian American community in southern California. The clinic only served clients on Medicaid, and most of the clientele were monolingual East Asian or Southeast Asian immigrants. I coordinated an alcohol and drug prevention program, which included mentoring high school stwudents. Most of the acculturated youth experienced tension with their immigrant parents at home. Some youth needed a trusted connection with an adult, so mentoring was necessary, yet others required referrals for clinical services. After working there for two years, I realized that despite my efforts to connect with the clients and impact their academic, familial, or social situations, it would never adjust the socioeconomic levers that continue the cycle of poverty. I discovered that my public health journey needed to transition from focusing on the microsystem to the macrosystem.
I love that my work impacts macro-level changes because it broadly impacts population health. I have a unique and rare opportunity to shape policies at multiple levels of government. Not only does this approach have a higher return on investment, but it also has longerlasting impacts in historically disenfranchised communities.
ANDREA LEE
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Public Health in health and social behavior, University of California, Berkeley
• Bachelor of Science in health promotion and disease prevention, University of Southern California
• Member, Legislative Committee, County Health Executives Association of California
Here’s a leadership development resource I recommend, scan the QR to open: The Art of Speaking Up podcast.
Education, Achievements or Organizations:
• Master of Public Health in health promotion, education, and behavior, University of South Carolina
• Bachelor of Science in health sciences, Clemson University
• Certified health education specialist, National Commission for Health Education Credentialing
• Graduate, South Carolina Department of Health and Environmental Control’s Leadership Excellence and Achievement Program
• Awardee, South Carolina Public Health Association’s Voice of Public Health Award (2020)
KRISTIAN MYERS
Here’s a leadership development resource I recommend, scan the QR to open: The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni.
WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?
Thought leader, strategic thinker, facilitator, empathetic adaptable.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
I love being a subject matter expert who can provide guidance and direction. I like setting goals and working with others to accomplish them. My work is never boring, as there are always various challenges. Facing those challenges alongside talented people genuinely interested in improving the public’s health makes my work even more enjoyable. Watching people grow in their skills, abilities, and confidence is also one of the most rewarding parts of my job.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“…From everyone who has been given much, much will be demanded; and from the one who has been entrusted with much, much more will be asked.” —Luke 12:45
WHAT MINDSETS, QUALITIES, OR TALENTS HAVE YOU FOUND TO CHARACTERIZE TOP INNOVATORS THAT YOU MOST ADMIRE AND HOW DOES ONE CULTIVATE THESE ATTRIBUTES?
Top innovators I most admire believe in themselves, are not afraid to fail, know who they are, and are grounded. They have a strong personal foundation, allowing them to push past self-doubt, negativity, and other challenges to advance in their career. The top innovators have been able to align their personal passions with their career paths. Other characteristics include being open to feedback and willing to admit mistakes. To cultivate these attributes, one needs to be introspective and a person who learns and grows from their mistakes and those of others.
WHAT’S A RECENT ACHIEVEMENT YOU’RE PROUD OF GIVEN THE CHALLENGES OF THE PAST YEAR?
Given the past year’s challenges, I’m proud of a recent achievement: getting into the DELPH program. I am pleased to be part of Cohort #4, and I look forward to this as an opportunity to improve my leadership skills, which will help me in my career and personal life, as well as create relationships by networking with amazing people throughout this journey.
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
I learned that from change, you must clarify expectations and embrace it. Change can sometimes be challenging, but you need to see it positively. Otherwise, if you view it negatively, it will be difficult to accept that change. I am used, especially in my career. I came into public health during the peak of the COVID-19 pandemic, and change was happening every day. This has made me flexible and adaptable to change. Sometimes, it won’t be comfortable, but you must do it to get more outcomes.
WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?
One goal in my public health career is to complete my doctorate degree in public health or a related field (healthcare science, healthcare management, etc.) and use that to make a more positive impact in the public health of my community.
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
I chose to be part of the DELPH program so that I may not only develop and progress myself as a leader but also raise awareness and visibility for the public health issues my jurisdiction deals with as a U.S. Pacific Island. I was motivated by seeing my Director of Public Health and Chief Operations Officer for Population Health participate in the previous DELPH cohort, which made me apply. I also wanted to network and connect with leaders from other jurisdictions. At the end of our first in-person meeting, I felt welcomed and supported by my fellow DELPH cohort scholars. During the meeting, I had insightful conversations with scholars about our work to improve community health.
EMMAN PARIAN
Education, Achievements or Organizations:
• Master of Public Health, Hawaii Pacific University
• Bachelor of Health Science in Healthcare Management, Pacific University Oregon
• Executive Committee Member, Association of Immunization Managers
Here’s a leadership development resource I recommend, scan the QR to open: Ted Talk: How Great Leaders Inspire Action; Simon Sinek
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“You learn a lot about someone when you share a meal together” Anthony Bourdain
WHAT’S A RECENT ACHIEVEMENT YOU’RE PROUD OF GIVEN THE CHALLENGES OF THE PAST YEAR?
A recent achievement would be getting my climate ambassador certificate. I’ve struggled the past couple of years with narrowing down areas of focus for my career trajectory. The last couple of months have allowed me to immerse myself in research and studies focused on climate resiliency. My current scope is looking at how climate change can and will impact public health. Receiving a certificate focused on climate and public health has motivated me to collaborate with colleagues working in the climate resiliency and public health space. I’ve been able to connect with many incredible colleagues and subject matter experts. Finding a purpose in my professional life has been an ongoing challenge, and I’m elated to have stumbled upon my “aha moment” during my climate certification.
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
I’ve learned that adapting to change is making the best of it. Change doesn’t always translate to a negative outcome. Being flexible means, you understand how expectations have changed and know how to move with that insight. For example, stepping into my new managerial role meant supervising a colleague for the first time. I went through some growing pains, but we learned to work together, and she has become my confidant when agency culture has become insufferable. The next challenge is that she will leave the agency soon, and I will have to take on more work. I’m unsure what that will look like, but I’ve embraced the idea that nothing lasts forever. I trust that I have the proper support to continue the work that needs to be done.
WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY?
Amplifying disenfranchised voices through collective action
WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?
Strategic planner, project manager, public health, climate justice advocate, facilitator.
EDDY PIERRE
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Art in international affairs, The New School
• Bachelor of Art in History, Minor in Political Science, Florida Atlantic University
• Climate Ambassador Certification, Kingian Nonviolence Conflict Reconciliation Certification
Here’s a leadership development resource I recommend, scan the QR to open: The series “Captains of The World” on Netflix.
MARYSSA SADLER
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Public Administration, North Carolina Central University
• Bachelor of Science, North Carolina Central University
• Associate board member, HealthOne Connect
• Board member (designee), Virginia Neonatal Perinatal Collaborative
Here’s a leadership development resource I recommend, scan the QR to open: The Brown Ambition podcast.
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
The DELPH program encapsulates values such as empowerment, compassion, determination, advocacy, and service, which serve as the foundation of my public health journey and pave the way for my professional development.
At our first DELPH convening, the “Self Awareness” panel deeply empowered me by emphasizing the importance of seizing control of one’s narrative and distinguishing between perception and reality. Through the DELPH program, I have embarked on a profound journey of selfdiscovery, both personally and professionally. It has equipped me with invaluable insights, enabling me to identify moments of empowerment through leadership and public health service.”
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
I am deeply passionate about public health because it lays the foundation for preventive care and fosters a lifelong commitment to health promotion. My dedication to serving maternal and child health populations has been profoundly influenced by the principles of public health.
Throughout my career in public health, I have transitioned from hands-on involvement in community service to engaging with policy initiatives to enhance services for vulnerable populations. Through this journey, I have embraced a continuum of care approach to strengthen and advance services for preconception, pregnant, and parenting populations.
Central to my approach is implementing evidence-based practices, ensuring access to supportive healthcare environments, and maintaining ongoing fidelity to healthcare delivery, all aimed at providing optimal care for every individual within these populations. This holistic perspective underscores my belief in the transformative power of public health to improve the well-being of communities.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“I never lose. I either win or learn.” —Nelson Mandela
WHAT’S A RECENT ACHIEVEMENT YOU’RE PROUD OF GIVEN THE CHALLENGES OF THE PAST YEAR?
My team and I recently launched Phase III of our statewide Social Determinants of Health Strategy, which focuses on Health in All Policies and launching regional social determinants of health hubs. I am proud of the state’s Good Housing = Good Health Program. It was a labor of love establishing this program, but I learned so much about best practices to break down silos across sectors. Through this effort, we can focus on addressing inequities within housing policy to support Michigan residents better while also working with local partners to connect Michigan residents to immediate housing resources.
WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?
I aspire to shape public health by cultivating a culture of continuous learning, amplifying the voices of impacted communities, and nurturing the development of future leaders for lasting positive impact.
WHAT HAS BEEN YOUR MOST MEMORABLE PUBLIC HEALTH LEADERSHIP MOMENT?
A standout leadership moment for me was shaping Michigan’s Mother Infant Health Equity and Improvement Plan. Drawing from my own maternal and infant health journey, I infused personal experiences into the plan. Engaging in conversations with families who shared similar challenges fueled my passion for advocacy even further.
WHAT MINDSETS, QUALITIES, OR TALENTS HAVE YOU FOUND TO CHARACTERIZE TOP INNOVATORS THAT YOU MOST ADMIRE AND HOW DOES ONE CULTIVATE THESE ATTRIBUTES?
I admire innovators who exhibit curiosity, resilience, and a collaborative approach. I draw inspiration from leaders who are accessible and humble. I believe that these qualities contribute to a positive and inclusive innovation culture.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“True leaders don’t create followers, they create more leaders.” —J. Sakiya Sandifer
NINAH SASY
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Science in Administration, Central Michigan University
• Bachelor of Science in clinical laboratory science, Michigan State University
Here’s a leadership development resource I recommend, scan the QR to open: The Five Dysfunctions of a Team by Patrick Lencioni
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Bachelor of Arts in communications studies with a concentration in public relations, University of Rhode Island
• University of Rhode Island William Gould Award for All-Around Outstanding Achievement
• Member, ASTHO Overdose Data to Action Mentorship Program: Health Equity Track
• Co-Chair of the Rhode Island governor’s Overdose Prevention and Intervention Task Force Racial Equity Work Group Here’s a leadership development resource I recommend, scan the QR to open: Nonviolent Communication: A Language of Life by Marshall B. Rosenberg.
MONICA TAVARES
WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?
Effective communicator, relationship builder, community engagement, problem solver, and program implementation.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.” —William Arthur Ward
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
Amid the turmoil of 2020 (COVID-19 and the Black Lives Matter movement), I reflected on the inequities I have faced on my leadership journey as a person of color working under the oppressed system I strive to dismantle. Needless to say, I have been doing deep self-reflection to understand better the directions I want to take for my future. This has included figuring out what I genuinely want to achieve professionally and personally, questioning if my professional experience aligns with my authentic self and values, and understanding what steps I need to take to nurture my physical and mental well-being while giving back to my community and contributing to a cause that matters to me. I’m a big believer that nothing happens in life by accident, nothing occurs by chance, and everything has a purpose. I believe I was chosen to participate in DELPH for such a time in my life to help me answer these questions and get clarity in my leadership journey. Participating in DELPH alongside amazing leaders who look like me and share similar experiences has been transformational for me and the key to helping unlock my full potential.
ZACHARY THORNHILL
Education, Achievements or Organizations:
• Master of Social Work, Washington University in St. Louis
• Fulbright Scholar
• Bachelor of Arts, Seattle University
• Member, Network for Social Work Management
• Member, Council on Social Work Education
Here’s a leadership development resource I recommend, scan the QR to open: Podcast: Doin’ the Work: Frontline Stories of Social Change
WHAT’S A RECENT ACHIEVEMENT YOU’RE PROUD OF GIVEN THE CHALLENGES OF THE PAST YEAR?
My design for virtual behavioral health community engagement served as the foundation for my division’s newly standardized way to do this work for effective and collaborative policy change. Through this format, I’ve re-established positive relationships between the state and our community partners for civil commitment work.
HOW HAS THE DELPH PROGRAM INFLUENCED YOUR VISION FOR THE FUTURE OF PUBLIC HEALTH?
Seeing where the DELPH scholars come from has reminded me that (or at least helped me commit to the fact that) we might have issues pop up in our communities, and sometimes, even regional approaches can be more effective. Still, we are always in this together, especially as people from communities with shared histories and experiences of challenges and triumphs. My vision for civil commitment work has been homing in on that missing federal policy needed to unify the work in a shared understanding of how our mental, emotional, and spiritual health is deeply impacted by our ability to access and express our civil rights.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
It is multi-system work. The work impacts healthcare, the justice system, legal scholarship, social work, behavioral health, housing and homelessness, civil rights, and policing—it’s almost too dynamic at times. But because it touches so many systems, it is critical. I love that it is so dynamic, and the impact, though slow, is wide and deep.
WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?
Strategic planner, critical thinker, program development, educator, and collaborative problem-solver.
Education, Achievements or Organizations:
• Master of Public Health, Northern Illinois University
• Bachelor of Arts in speech communications, University of Illinois Urbana-Champaign
• Certificate of Public Health Management in health policy and administration
• Certified health education specialist, National Commission for Health Education Credentialing
• Excellence in Diversity Award winner, University of Illinois (2019 and 2020)
• Member, Alpha Kappa Alpha Sorority, Inc.
Here’s a leadership development resource I recommend, scan the QR to open: The book The Gifts of Imperfection by Brené Brown.
DELORIS WALKER
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
How I handle change is really about my mindset. I understand that change is inevitable. Change can be scary if you approach it from a place of fear, but I try to approach change from a place of opportunity. Change can be an opportunity to grow, to learn, to expand your way of thinking, and to redefine yourself. I think of change in terms of a caterpillar’s transition to a butterfly. The process may not look pretty while you’re going through it, but if you hang in there, something really beautiful can emerge. Thus, I have learned to embrace change.
WHAT DEFINES YOUR BRAND IDENTITY? HOW DO YOU PORTRAY YOURSELF AS A LEADER?
My brand identity is defined as authentic, empathetic, and relatable. My lived experiences shape who I am as a leader and make me empathetic to the most vulnerable populations. My lived experiences shape my values, which drive how I portray myself as a leader. As a Black woman one generation removed from the segregated Jim Crow South, I owe it to my parents and ancestors to show up, speak up, and take up space as a leader for marginalized communities. I am also responsible for creating space and making myself relatable and accessible for future generations who see themselves in me. So, I portray myself as competent and confident yet relatable and approachable.
Here’s a leadership development resource I recommend, scan the QR to open: The book Leading in a Culture of Change by Michael Fullan.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“A leader sees greatness in other people. He nor she can be much of a leader if all she sees is herself.” —Maya Angelou
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
I applied to be a part of the DELPH program because I craved the opportunity to represent in a way I do not see often. Diversity and inclusion are essentially the core of my leadership identity. When I applied for the DELPH program, I was about halfway through my Doctor of Public Health degree and wanted to take my chance at applying for a new, life-changing opportunity. Reading about the experiences of the past cohort members only intrigued me and led me to research more about the program. With wavering encouragement from my peers and academic advisor, I decided to take a leap of faith and apply to the program. It has turned out to be the most rewarding experience in my career thus far. It has reminded me that I can do so much more, and I cannot wait to see how my professional journey plays out with the skills I’ve learned and the connections I’ve formed as a result of the program.
WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?
I have worked in public health since 2015 and have truly enjoyed every learning experience it has provided me. What I cherish the most about the work that I do is working and collaborating within the community. Community-based participatory research is particularly rewarding to me, as I help empower community members with tools and resources to provide sustainability for public health programs. I enjoy hearing stories about public health obstacles directly from the community while forming relationships and building genuine trust. Forming and maintaining these partnerships is the core of providing the best possible solutions to improve overall health.
SAMANTHA WELLS
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Student, Doctor of Public Health in Public Health Leadership, University of Arkansas for Medical Sciences
• Alton B. Cobb Outstanding Master of Public Health Award, Arkansas Department of Public Health
• Member, American Public Health Association
• Certified in public health, National Board of Public Health Examiners
• Member, Alpha Kappa Alpha Sorority, Inc.
CHRISTOPHER WHITESIDE
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Master of Public Health in Research Epidemiology, Loma Linda University
• Bachelor of Science in Biochemistry, Oakwood University
Here’s a leadership development resource I recommend, scan the QR to open: Pedagogy of the Oppressed by Paulo Freire.
WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY?
I am empathetic, resilient, and inspirational.
WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?
Health equity, social justice, policy development, advocacy, and community engagement.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“The time is always right to do the right thing.” — Martin Luther King, Jr.
HOW HAS THE DELPH PROGRAM INFLUENCED YOUR VISION FOR THE FUTURE OF PUBLIC HEALTH?
The DELPH program has positively influenced my vision for the future of public health, and I am very optimistic about the future diversity of public health leaders. Diversity within public health organizations is vital for future public health endeavors to be successful. Programs like DELPH are needed to develop, expand, and equip a diverse and competent workforce.
WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?
I hope to help communities achieve health equity by using data that addresses historical and contemporary injustices. My goal is to use epidemiological data to influence changes to systems and policies that have resulted in traumatic historical traumas that have created health disparities. I am planning to pursue a doctorate in public health equity that would enable me to promote health equity for all populations.
WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.
I chose the DELPH program because I see it as an opportunity to progress as a public health professional and leader. As a reserved person, I was intrigued by how the program affords the opportunity to network with public health professionals across the country who share common interests and backgrounds. I also appreciate the emphasis on strategic leadership development plans; this is invaluable.
MONIQUE WILSON
EDUCATION, ACHIEVEMENTS OR ORGANIZATIONS:
• Doctor of Public Health, Morgan State University
• Bachelor of Science, Morgan State University
• Member, National Association for Public Health Statistics and Information Systems
• Member, Maryland Department of Health
Public Health Accreditation Board
• Member, Maryland Department of Health
Quality Improvement Council Steering Committee
Here’s a leadership development resource I recommend, scan the QR to open: The podcast Dare to Lead with Brené Brown.
WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY?
Integrity is the foundation of leadership.
WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?
“The supreme quality for leadership is unquestionable integrity.” —Dwight D. Eisenhower
WHAT’S A RECENT ACHIEVEMENT YOU’RE PROUD OF GIVEN THE CHALLENGES OF THE PAST YEAR?
Over the past year, I have faced many challenges. When the director of the administration I worked for retired, I was serving as the assistant director, and shortly after her retirement, I was appointed the acting director. This meant a lot to me, but it also meant I was doing the job of the director and assistant director. This dual role was supposed to be temporary, but due to circumstances beyond my control, I was in both roles until I was appointed the director over a year later. I am proud that I successfully kept the administration running smoothly during this time by delegating tasks appropriately and not allowing myself to become overwhelmed (well, not very often...). There were some challenging times, but overall, I addressed the challenges head-on and am now actively recruiting for an assistant director.
WHAT HAVE YOU LEARNED ABOUT HOW YOU HANDLE CHANGE? HOW FLEXIBLE ARE YOU?
I have learned that I am adaptable to change. The nature of the work that I do requires flexibility on a daily basis. I set my priorities for each day, but each day comes with new tasks that require me to change my focus. In the past, I would become frustrated when taken off task, but I have learned how to change my focus to complete the emergent task and refocus on my priorities once that task is completed. There are days when I cannot return to the task I prioritized for the day, but I am learning to complete what is most critical and move the other tasks to the next day. I also start my day earlier than most to focus on high-priority tasks with fewer interruptions.
DELPH Alumni Reflections
The DELPH program’s alums were asked to provide feedback and reflections on their leadership development journey after graduating from the program. They have shared short anecdotes of their experiences in their own words, explaining how the program has positively influenced their career and support networks. The DELPH team hopes the fourth and future cohorts will also have the chance to express similar sentiments.
As a first-generation American, I grew up in a household where opportunities were scarce, but dreams were abundant. Post-undergrad, I entered the workforce eager to transition from student to professional. Despite academic achievements and various skills attained from volunteering, working with the health department, or serving with the Peace Corps, I kept hearing that I “lacked the practical skills necessary to elevate professionally.” This pivotal moment fueled my desire to seek leadership development outside my employer. DELPH accelerated my professional growth by offering a unique blend of executive mentorship, skill development (i.e., professional branding 101/resilient leader’s workshops), and networking opportunities designed to cultivate the next generation of public health leaders. As I progressed through the DELPH program, I began to see myself as a capable individual with the power to overcome imposter syndrome, embrace my abilities, and effect positive change. Armed with newfound courage and empowerment, I took on more challenging projects to develop a strategic mindset essential for leadership roles, earning the respect of my colleagues and superiors. Since graduating from the DELPH program, I have been promoted twice within the Florida Department of Health and serve as a board member for Sisters in Public Health®. While my leadership journey is ever-evolving, thanks to DELPH, I am confident in my ability to lead with integrity, empathy, and a relentless pursuit of excellence – qualities that portray not only a public health leader but a first-generation American who refuses to be defined by anything less than their dreams.
Sandy Noel Cohort #1
Before entering the DELPH program, I had been a “manager” for 11 years, with additional years before those in other leadership roles in school, church, and extracurricular activities. I was a hard worker and committed to the communities I served. I was also blind to my growing skillset, overly critical of my areas of growth, and very anxious about holding or mishandling the power that came with increasing leadership responsibilities, especially as a woman of color. I needed a transformative professional development experience, and along came DELPH.
While participating with DELPH, I received tools and frameworks to apply in my public health work and ways to own my strengths and work through challenges and doubts. There was a lot to absorb, and I felt held and encouraged along the way, and still, I wished for more time in the program. I formed bonds with others who looked, worked, and made a community like me, and yet not like me. The program administrators demonstrated a great interest and investment in the professional and personal development of the scholars, reflected by the curriculum and their commitment. I left DELPH with many rich learning experiences, punctuated by a fantastic Executive coach, inspiring Mentors from the field, an unmatched accountability partner (and now dear friend, Dr. Traci Murray), and a network that spans the globe. This was a conscientiously curated program where I felt seen, understood, and actively encouraged, and the takeaways still live in my leadership style.
Participating in the DELPH program was a truly fantastic experience for me. I remember anticipating arriving in Atlanta for our first in-person gathering as if it were yesterday. I was nervous but mostly excited to meet public health professionals from many states and territories who shared my passion for public health, equity, and justice. Through my participation in the DELPH program, I connected with not only my fellow cohort members but also the DELPH and ASTHO staff, as well as the speakers and guests who joined us throughout the program. Getting to know people doing equity work in public health was so helpful and inspiring. Hearing the challenges people faced in many similar yet different public health arenas helped me reflect on my work. DELPH provided a chance for professional and personal discussions where we found moments of deep connection.
The most meaningful connections for me were the relationships I formed with five of the most amazing lifelong friends I could ever ask for. From the first meet and greet the night before the program officially kicked off, squeezed around a table meant for two, we formed an immediate bond full of laughter that was strengthened throughout the program. Additionally, I know I can reach out to each member of my DELPH family if I need anything personally or professionally. I will always be grateful to the DELPH program for bringing us together.
Heather Crate Cohort #2
Jill Miller Cohort #1
While serving as the COVID Operations Director for the Lowcountry Region in South Carolina, I discovered previously untapped leadership qualities within myself, prompting me to pursue the DELPH program. This initiative has been pivotal in refining my executive presence and reinforcing the significance of confidently occupying professional domains.
Beyond its professional development aspects, DELPH has engendered a strong sense of community among the scholars. Engaging in karaoke and team-building exercises has facilitated the establishment of enduring bonds that transcend mere professional connections, resembling familial ties. Recognizing the inherent value of these networks, I have been actively committed to their cultivation, acknowledging their pertinence in both personal and professional spheres.
Moreover, DELPH has instilled in me a sense of audacity, propelling me to pursue ambitious professional objectives while consistently striving to augment my capacities as a servant leader. Reflecting on my involvement, I am profoundly grateful for the multifaceted impact DELPH has had on my life, equipping me with the tools for career progression, enduring relationships, and a sense of purpose within the healthcare domain.
Felicia Veasey
Cohort #2
Being the daughter of immigrants from India and growing up in Maryland informs how I show up as a leader. I increase the visibility of South Asians and women in many settings, including environmental health, government, and public health spaces. My leadership development journey with DELPH was supported by brilliant and generous teachers, guides, and peers who helped me bring forward my confidence, strength, passion for public health, and enthusiasm for growth and improvement.
DELPH has created a network of deep, long-lasting connections for me that will extend well into the future. The peers within my cohort created space for vulnerability and offered reassurance. This included support and compassion while I wrestled with lessons from my youth about fitting in and blending in alongside ambition and visibility qualities of leadership, in addition to reconciling attitudes about respect with wearing my culture, and demonstrating confidence while showing vulnerability.
My peers showed me bravery and kindness in challenging assumptions and breaking stereotypes, revealing the depth and range of public health leadership. The DELPH program invited us to bring our whole selves to each activity and supported us when we did. The program provided growth opportunities and enhanced our visibility in ways that will continue long after graduation.
If I could sum up my DELPH experience in one word, it would be “transformational.” What’s remarkable about DELPH’s structure is that it intentionally prompts you to learn how to face your fears, enhance your conflict resolution capabilities, and embody competencies that will sharpen your skills. The journey is not one that you take alone. The brilliance of it is how your lived experiences contribute to the development of your fellow cohort members.
DELPH has enabled me to acquire tools that have been beneficial across multiple sectors of my leadership journey. Whether helping advance health equity or fulfilling my fraternal duties, every DELPH learning experience has helped me improve my respective organizations. One area that has been a direct beneficiary of this growth has been my enhanced ability to lead cross-matrix teams. Many projects I have participated in over the past year required me to lead individuals with expertise across various industries. In these moments, I could return to what I learned in DELPH and pull the essential tools to achieve my project goals. I can honestly say I am not the same individual who entered this program in 2023. I have gained a renewed perspective on the definition of leadership. This program has helped me realize that leadership is an art and science. As one aspect of it requires testing and repetition, another pushes for a innovation.
Keon Lewis Cohort #3
Subha Chandar Cohort #3
Digital Accessibility and Equity: Essential Insights for Public Health Agencies
and Leaders
By Adrianna Evans, MPH Director Preparedness and Disability Integration, ASTHO
By Emily Lapayowker Assistant Director, Web Content, ASTHO
Digital accessibility is increasingly prominent in conversations about equity, but there is much to learn including many acronyms and terms that are not defined. This resource can help public health agencies understand some basics of digital accessibility and promote accessible communications for the disability community, which is typically underserved in public communications.
Government Laws and Requirements
ADA
The Americans with Disabilities Act is a federal civil rights law that prohibits discrimination against and requires equitable access for people with disabilities. ADA’s connection to digital accessibility may not be immediately apparent, but digital accessibility is considered covered under the large umbrella of equal access to public areas that ADA guarantees. However, no language in the law is explicitly dedicated to digital content because it was written in 1990—well before the rise of the digital era.
Section 508
Section 508 of the 1973 (Vocational) Rehabilitation Act requires any entity that gets federal funding to provide equal access to electronic information technologies for people with disabilities. It was initially written in 1998 and then updated in 2018 to include standards for mobile technology.
WCAG is the Industry Standard
The Web Content Accessibility Guidelines, or WCAG, is a series of guidelines published by the World Wide Web Consortium (W3C), an international organization that establishes open web standards.
WCAG is currently in its second version. When evaluating compliance, there are three different WCAG conformance levels: A (lowest), AA (middle), and AAA (greatest). Interestingly, W3C recommends that all web-based information aim to hit AA because it is not possible for some types of content to reach AAA compliance. WCAG 3.0 is currently in development and is expected to be a major paradigm shift.
POUR Principles
WCAG standards are principle-based, which means that rather than requiring all web browsers to meet a specific technical standard, WCAG requires that digital products adhere to the POUR principles:
• Perceivable: All information must be presented in a way that ensures users can perceive it using at least one of their senses.
• Operable: A website is considered operable if all users can effectively navigate it, even those who employ assistive technology, such as screen readers.
• Understandable: This is a two-pronged principle—users must be able to understand how to use your site and understand the content.
• Robust: Your content must be robust enough that multiple technologies, including assistive devices like screen readers, can interpret it.
These laws and guidelines are minimally prescriptive to promote longevity. Remaining principle-based rather than tech-based means these standards will not become obsolete as technology advances.
Best Practices: Where and How to Make the Biggest Impact
Health agencies can make small changes to digital content in a few key places that will have significant impact for users with visual, hearing, physical, and cognitive disabilities. Some examples include emails, PDFs, website content, staff resources, and social media content.
Link Smart
Screen reader technology allows low-vision users to navigate webpages and other digital content in a variety of ways. One is by jumping from link to link without referencing the content around that link. This means linked text should be descriptive enough to stand on its own.
You should avoid typing out URLs whenever you can. Screen readers will read aloud the URL as phonetically as possible, which is not a great user experience.
Link Sparingly
When a screen reader reaches a link in the content, the software will announce it. When links are used sparingly, this is not particularly disruptive to the reading experience, but over-linking can make it hard for a user to keep track of the content.
Use the Built-In Text Styles
Document hierarchy is another essential part of accessibility remediation. The built-in font styles, such as headers and lists, are more than aesthetic— screen readers use these styles to navigate Word documents, PDFs, and webpages. This means headers should be used in order (i.e., never skip a heading level). Ordered and unordered lists should
be used thoughtfully. For example, if you list specific steps in a process, use an ordered list. If you list ingredients for a recipe, an unordered list is a better fit.
Color and Contrast
Do not rely on color alone to convey important information. Users with low vision or colorblindness may have trouble differentiating between different colors or shades, so it is considered best practice to use additional visual markers to signal the presence of important information and ensure there is at least a 3:1 contrast ratio for graphics.
Alt Text
Screen readers read alternative text (or alt text) to allow the content and purpose of an image, table, or informational graphic to be understood by users with visual (or specific cognitive) disabilities. Some alt text best practices:
• Be succinct. The ideal length is between a few words and a couple of short sentences (use the average length of a post on X as a guide, 250 characters usually). The goal is to be brief but still let users know what vital information the image conveys.
• Avoid phrases like “image of” because screen readers will identify all images as a graphics.
• The context around the image is just as crucial as the alt text. If there is already a detailed description of a painting in the document’s body, repeating all that information in the alt text is unnecessary.
• Not all images convey information. In those cases, add “null” as the alt text—this will let the screen reader know that the image is considered decorative.
• When creating complex images such as charts or graphs, communicate what the graph is telling users rather than just what it looks like.
Learn More
There is alot to learn about digital accessibility, but there are resources and experts to help. You can connect with internal experts on your IT team or external disability and accessibility organizations such as W3C, WebAIM, or federal government resources for additional information and training materials.
Leading with Insight: Fostering a Culture of Evaluation and Data-Driven Decision-Making
By Emily Peterman, MPH Senior Director, Evaluation, ASTHO
The decisions public health leaders make shape the trajectory of not only their organizations but also the communities they serve. When the stakes are that high, it’s not enough for leaders to rely solely on their intuition or past experiences. Evaluation is a powerful tool to inform decisions in a fast-paced environment. Grounding your decisions in evaluative insights doesn’t have to slow your organization down. Still, you need both a plan and culture in place that supports making data informed decisions. In this article, we’ll explore four ways leaders can cultivate a culture of evaluation that ensures decision-making is data driven, inclusive, and timely.
1. View evaluation as an equity tool. Evaluation describes individual and community experiences, outcomes, and perspectives to clarify both needs and the value of our efforts. Whether from inside your organization or the communities you serve, make sure diverse voices are centered during each evaluation phase: planning, data collection, and interpretation. At the end of the day, the way data are collected and later analyzed will illustrate disparities to guide your decision-making. Along the way, from planning through reporting, a practical evaluation is centered on its community voices by establishing evaluation questions together, participating in data collection, and interpreting results alongside participants to tell the most accurate and inclusive story. Evaluation data offers leaders a lens to examine the impact of their organization. When equity is intentionally prioritized during each phase, you will have another tool to make decisions that drive meaningful change and create environments for everybody and every community to thrive.
2. Prioritize quality in your evaluation processes. The fundamental principle of “garbage in, garbage out” should be applied to the capabilities of data to drive decision-making. In evaluation, this means the reliability of the insights you’re capturing depends heavily on the quality and rigor of your evaluation processes. When leaders use incomplete, flawed, or insufficient data, the decisions risk being biased or just plain wrong. Whenever possible, advocate for developing and using evaluation plans and methods, including organization-wide systems and processes, to capture, catalog, and interpret data. When the things we’ve learned sit in disparate systems, or a single report gets filed away, the learning process ends before it can really begin. Investing in an evaluation team and data management systems that can link information in a standard, as well as one-off or unique, ways will provide program and organizational leadership with an efficient way to query evaluation data at any time. The upfront and continuous investment in quality is key to leveraging evaluation when so much is on the line.
3. Remember to monitor programs along the way. Measuring a program’s outcome, or end state, is the culmination of a successful evaluation. But why wait until the very end to look at evaluation data? Monitoring outcomes along the way provides accountability for those responsible for reaching these
outcomes while providing insights into what is working well or where adjustments are needed. By collecting and monitoring data, organizations produce transparency and confidence when leaders make decisions. Looking at outcome evaluation data on a routine basis is how leaders can proactively address challenges and optimize program performance. Simultaneously implementing and evaluating programs builds trust and confidence in an organization’s ability to deliver on its mission, something we’ve learned time and time again can not be understated in our mission to transform health outcomes.
4. Value the nuance and context. Let’s face it: often, leaders only see a few numbers on a dashboard, and that is what they use for decision-making. These data points are incredibly valuable for tracking trends and monitoring performance at a high level, but data-driven leaders will be curious about what happened behind the scenes. Take time to understand these data. One way to do that is by hosting a “data party” to explore data in a collaborative and engaging environment. These purposeful gatherings blend the principles or evaluation with social interaction by creating unique spaces for learning and creativity. Everyone will bring a unique perspective and expertise to the table that, when pooled together, helps uncover new insights, patterns, or hidden trends in our data. Capturing these nuances and approaching data with curiosity will unlock connections, ideas, and innovation that would not surface if leaders only glanced at a single metric on their dashboard.
An organization’s culture of evaluation serves as the cornerstone for making data-informed decisions as a leader. When a culture of curiosity and reflection guides every decision, action, and initiative, individuals and teams can contribute to collective learning and growth. A progressive culture of evaluation is committed to much more than performance measures and accountability. It will promise shared learning, improvement, and use of data to drive meaningful actions that produce intended individual and community impacts. Organizations and leaders that champion a culture of evaluation and data informed decision-making are positioning their work to have the long-term success and sustainability needed to transform public health.
Pictured
to
Tasha Catron, Maryssa Sadler, and Samantha Wells.
Bridging the Gap: Advancing Data Equity in the Fight Against HIV/AIDS Creating a Healthier Society
By Donrie Purcell, PhD, MPH
Satcher Health Leadership Institute at Morehouse School of Medicine
In the ongoing battle against the HIV/AIDS epidemic, access to accurate information is akin to having the right tools in a toolbox. Picture a scenario where some have access to these tools while others do not. One such indispensable tool—The Health Equity Tracker—is what we, at the Satcher Health Leadership Institute (SHLI), term as data equity. In essence, data equity embodies a set of principles and practices ensuring that everyone, irrespective of their background or circumstances, 1 has an equal opportunity to combat the HIV/AIDS epidemic.
As public health practitioners, we champion the cause of data equity through the lens of justice, equity, and inclusivity. It is essential to understand why this matters and why we strive to ensure equitable access to essential tools for all. Unfortunately, not everyone experiences equal access to HIV/AIDS data. Certain communities, particularly those comprising people of color and LGBTQ+ individuals, encounter significant barriers, i.e., stigma and discrimination, 2 a lack of cultural and competent care, 3 legal and policy barriers, 4 socioeconomic factors, 5 language and communication barriers 6 that hinder access to data necessary for HIV/AIDS testing and treatment.
The repercussions of such inequitable access extend beyond mere data representation; they obscure the true extent of the disease burden, making it increasingly challenging to provide adequate support to affected populations. Moreover, traditional data collection methods often fail to capture diverse lived experiences, further exacerbating disparities. Hence, it is imperative to ensure unfettered access to data for informed decision-making concerning HIV/
AIDS. This approach is indispensable for saving lives, particularly within Black and Brown communities. Taking decisive action, we have developed the Health Equity Tracker (https://healthequitytracker.org/) — a free data and visualization platform to bridge the gap in data equity across racial and ethnic lines, highlighting disparities in HIV/AIDS prevalence and outcomes. Additionally, we collaborate closely with communities to ensure their active involvement in data collection and utilization processes.
As rightly pointed out, practitioners must intensify efforts to ensure equitable sharing of benefits derived from health data utilization. 7 Analogous to ensuring a fair distribution of a pie, data equity in HIV/AIDS enables us to comprehend who is most vulnerable, what their needs are, and how best to support them.
Moreover, data equity serves as a cornerstone in informing policy decisions related to HIV prevention, treatment, and support services. Armed with accurate and comprehensive data, policymakers can formulate evidence-based strategies that address underlying disparities driving the epidemic.
Ultimately, data equity transcends mere numerical figures; it revolves around people’s well-being. It underscores the importance of affording everyone, regardless of their background, an equitable opportunity to maintain health and safety. By fostering collaboration and amplifying marginalized voices, we can truly make strides in the fight against HIV/AIDS, closing the gap and ensuring that all individuals receive the support they need to thrive.
REFERENCES:
1. CDC Foundation Health Equity Strategy Office, Panneton M, Hill F, Smith L. Principles for Using Public Health Data to Drive Equity: A guide to embedding equitable practices throughout the data life cycle. 2022. https:// www.cdcfoundation.org/data-equity-principles?inline
2. Mahamboro DB, Fauk NK, Ward PR, Merry MS, Siri TA, Mwanri L. HIV Stigma and Moral Judgement: Qualitative Exploration of the Experiences of HIV Stigma and Discrimination among Married Men Living with HIV in Yogyakarta. Int J Environ Res Public Health. Jan 19 2020;17(2)doi:10.3390/ijerph17020636
3. U.S. Department of Health and Human Services. HRSA CARE ACTION. 2013. https://ryanwhite.hrsa.gov/sites/ default/files/ryanwhite/resources/culturally-competentcare.pdf
4. Centers for Disease Control and Prevention. HIV Criminalization and Ending the HIV Epidemic in the U.S. Centers for Disease Control and Prevention,. https://www.cdc.gov/hiv/policies/law/criminalization-ehe.html
5. Ransome Y, Bogart LM, Kawachi I, Kaplan A, Mayer KH, Ojikutu B. Area-level HIV risk and socioeconomic factors associated with willingness to use PrEP among Black people in the U.S. South. Annals of Epidemiology. 2020/02/01/ 2020;42:33-41. doi:https://doi.org/10.1016/j.annepidem.2019.11.002
6. Mogobe KD, Shaibu S, Matshediso E, et al. Language and Culture in Health Literacy for People Living with HIV: Perspectives of Health Care Providers and Professional Care Team Members. AIDS Res Treat. 2016;2016:5015707. doi:10.1155/2016/5015707
7. Knight HE, Deeny SR, Dreyer K, et al. Challenging racism in the use of health data. Lancet Digit Health. Mar 2021;3(3):e144-e146. doi:10.1016/s2589-7500(21)00019-4
Pictured (L to R) Andrea Lee, Zachary Thornhill, Eddy Pierre
ABOUT DELPH PARTNERS
The Association of State and Territorial Health Officials is a nonprofit organization committed to supporting the work of state and territorial public health officials and furthering the development and excellence of public health policy nationwide.
ASTHO’s membership is comprised of 59 chief health officials from each of the 50 states, Washington, D.C., five U.S. territories, and three Freely Associated States. ASTHO also supports peer communities of state and territorial health leaders and senior executives in health departments who work with the over more than 100,000 public health professionals employed at state and territorial public health agencies.
ASTHO’s primary functions are to:
• Develop strong and effective public health leaders.
• Improve public health through capacity building, technical assistance, and thought leadership.
• Advocate for resources and policies that improve the public’s health and well-being.
• In all our endeavors, we aim to promote the advancement of equity and optimal health for all.
In all our endeavors, we aim to promote the advancement of equity and optimal health for all.
OUR MISSION
State and territorial health agencies advancing health equity and optimal health for all.
TOUR VISION
To support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being.
he Morehouse School of Medicine Satcher Health Leadership Institute (SHLI) aims to be the leading transformational force for health equity in policy, leadership development, and research. Rooted in the legacy of our founder, the 16th U.S. Surgeon General, Dr. David Satcher, SHLI’s mission is to create systemic change at the intersection of policy and equity by focusing on three priority areas: the political determinants of health, health system transformation, and mental and behavioral health. In conjunction with key strategic partners, SHLI enhances leadership among diverse learners, conducts forward-thinking research on the drivers of health inequities, and advances evidence-based policies; all in an effort to contribute to the achievement of health equity for all population groups.
Acknowledgment of Federal Funding:
This DELPH Magazine was supported by the Centers for Disease Control and Prevention of the U.S. Department of Health and Human Services (HHS) as part of a financial assistance award totaling $1.3M with 100 percent funded by CDC/ HHS. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by CDC/HHS, or the U.S. Government.
DELPH TEAM
The DELPH team is so pleased to have brought this fourth cohort to fruition. We are so proud of cohort #4 and all of their accomplishments to date, and those still to come. The DELPH program is truly a team effort with staff from ASTHO and MSM-SHLI:
Amber Williams Senior Vice President, Leadership and Organizational Performance, ASTHO
Latoya Sahadeo Director, DELPH, ASTHO
Kimberlee Wyche Etheridge
Senior Vice President, Health Equity and Diversity Initiatives, ASTHO
Allyson Belton Director, Education & Training, Satcher Health Leadership Institute
Alexis Hooper Coordinator, Leadership and Development, ASTHO
Avia Mason Vice President, Leadership and Learning, ASTHO
Mekeila Cook
Senior Director, Health Equity and Diversity Initiatives, ASTHO
Jillian Bridges Program Coordinator, Satcher Health Leadership Institute
The DELPH Team would like to thank the staff and professionals that made this magazine possible.
THE ASTHO COMMUNICATIONS TEAM
Andrew Tucker, Director, Content Development, ASTHO Taylor Bennett, Editorial Manager, ASTHO
Kyle Gasaway Manager, Communications, Leadership and Learning Unit, ASTHO
Adrianna Evans Director, Preparedness, ASTHO
THE CREATIVE TEAM Editor-in-Chief: Kyle Gasaway
Photography: Timothy Bowser, Timothy Bowser Multimedia, LLC
Magazine Layout and Creation: Jasmine Blount, Jas-Creates
Graphics & Web
Webpage and Digital Support: Heidi Satter, Director, Web Services, ASTHO
