DELPH Magazine: Volume 3, 2024 by ASTHO Leadership

FEBRUARY 2024

VOLUME 3

FEATURING: Diverse Executives Leading in Public Health Cohort 3

Michael Fraser & DELPH Cohort

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 will be selected from experienced public health professionals who self-identify from an underrepresented group, including people of color, disability status, women, and LGBTQ+ individuals. 3

TABLE OF CONTENTS DELPH Program: Shaping the Future of Diverse Leadership in Public Health Passing the Baton A Poem to Celebrate DELPH Cohort 3 Graduation DELPH Reflections: A Journey Towards Creating a More Equitable and Just Democracy

6 8 9 10-11

DELPH Photo Voice: “Did you know that’s Public Health?”

12-13

Introducing Cohort 3

DELPH Scholars: Where are they from?

Amber Mendiola Brianna Scott DELPH Photo Voice: “Did you know that’s Public Health?” Ebony Fortune

16 17 18-19 20

Erika Kirtz

Equity, Diversity, and Inclusion in Public Health: Creating a Healthier Society

22-23

Jannae Parrot

Karla Granado

DELPH Photo Voice: “Did you know that’s Public Health?”

26-27

Keon Lewis Kimberly Tham DEI at Work Kristen Newman Kristina Herrera Lisa Morrissey Lisette Marquez Naomi Wilson Nassira Nicola Public Health Infrastructure Grant: A Transformative Infrastructure Grant for Health Equity and Inclusive Workforces Samantha To Samia Hussein Making the Case for Public Health Law as a Tool for Diverse Executives Subha Chandar Takisha Fuller Tosha Bock Yoanna Antoine About ASTHO About MSM-SHLI DELPH Team

28 29

30-35 36 37

38 39

40 41

42-43 44 45

46-47 48 49

50 51

DELPH Program:

Shaping the Future of Diverse Leadership in Public Health

“All you need to lead is a good question: What sets DELPH apart from other leadership programs?”

he DELPH program stands as a beacon of innovation and inclusivity in public health, where diverse perspectives are crucial. Launched in the fall of 2021, this program has swiftly become a distinctive force, redefining leadership initiatives. But how exactly does DELPH distinguish itself from the multitude of programs out there?

Engaging Leadership:

At the heart of DELPH’s success is its commitment to engaging leaders through innovative approaches. Monthly leadership sessions, asynchronous learning, and active involvement in national leadership opportunities set the stage for an immersive experience. The real secret lies in the engagement of each scholar, recognizing that their involvement is the catalyst for the program’s impact.

Inspiring the Next Generation:

Representation matters, and DELPH recognizes the importance of inspiring the next generation of public health professionals. Through the program, participants aim to be ambassadors, motivating aspiring individuals from diverse backgrounds to pursue their dreams and make a lasting impact in their communities.

Increasing Visibility and Exposure:

DELPH goes beyond conventional leadership programs by actively working to increase the visibility and exposure of its participants within public health systems. DELPH ensures its cohort stands out in the public health workforce, representing its communities by providing access to critical networks and various leadership development opportunities.

Unique Selection Criteria:

DELPH’s commitment to diversity is evident in its selection criteria, targeting experienced public health professionals from underrepresented groups. This includes individuals who self-identify as people of color, have a disability, are women, or identify as LGBTQ+. The program’s emphasis on inclusivity is a key differentiator.

Curriculum with a Health Equity Approach:

The DELPH team takes pride in its intentional approach to curriculum development, incorporating an intersectional lens into every aspect. Grounded in authenticity, intersectionality, diversity, and networking, the curriculum ensures that Scholars explore their leadership strengths and growth areas in a supportive and inclusive environment.

Program Objectives:

Professional Visibility: Increase the visibility of diverse mid- to senior-level governmental public health professionals, fostering executive-level representation. Ongoing Support: Provide leaders continuous support for personal and institutional advocacy, leadership identity development, and career planning. Peer Support Network: Establish opportunities for networking and mutual support through a robust peer support network, creating a sense of community among DELPH participants. In a world where diversity and representation are crucial for meaningful progress, the DELPH program helps to ensure the change makers and public health leaders of the future better represent the jurisdictions they serve. By prioritizing engagement, representation, and an intentional curriculum, DELPH is not just a program; it’s a movement driving the future of public health leadership.

Latoya Sahadeo

DELPH Program Director

Latoya Sahadeo & Avia Mason

PASSING THE

BATON

‘Oftentimes, the moment we reach a set goal is anti-climactic, the juice is in the journey. Revel in this DELPH journey of connection, reflection, and self-realization.’ ~D-Highness

Deborah Hinds

“They (ASTHO/SHLI) will give you the tools you need to take things to the next level, but just come into the program with an open mind and open heart. I just want to end this by saying, Like Michelle Obama said, people who are truly strong lift others up, but people who are truly powerful bring others together.”

Alonza Pamplin

“We grew into something else. We grew stronger, braver, and more prepared for our paths as leaders.”

“I was apprehensive to apply to the DELPH program simply because I felt inadequate. I learned from this experience that I am valuable and that my voice matters.”

Abraham Anderson

MIchelle Izumizaki

For me, the most important piece I want to share... is that you have to BE A TRIBE. To get through this fellowship, and the life you will live during and after it, you’ll need this cohort of folx to be – people you can count on to cheerlead for you when you are going for that new job, buying that new house, studying for classes, applying for that doctoral program and loving and expanding your family. People who will support and uplift you when life decides to life and you are going through that breakup, when you are let go or have to quit a job, or when you lose a loved one.

Kurell “Q” Julien

“Allow yourself to be comfortable with being uncomfortable as you are tasked with assignments. You are the ones who will drive innovation, shape policies, and make a lasting impact on the lives of countless individuals. We trust that you will carry the baton with the same dedication and enthusiasm that has brought us here today. “

Felicia Veasey

“Pearls are the result of difficult things transformed into something beautiful. Take the time to reflect on your descent into the valley, which will make you appreciate the view from the summit even more.”

Ryan Natividad

A Poem to Celebrate DELPH Cohort 3

GRADUATION

I imagine a world where we don’t have to explain vaccines. In the past couple of years, we have worked harder than ever - like nonstop machines. I imagine a world where we are appreciated; where we are seen But being amongst you all, it feels oh so serene! Some of us did policy briefs; others did case studies with our SHOs. What a group to share our stories, share our highs, and share our lows. Together and individually, our skills and expertise will continually grow. What will the future of public health look like - I look around this room and I think I know. Whether we’re from the Marianas or the Carolinas or Philadelphia. Wyoming or Colorado or Louisiana or California Our dedication, diligence, and tenacity are as keen as lasers. We strut in our polos, although Abe promised us our DELPH blazers. In public health, without support it can be a lonely journey. Here, in this DELPH circle, oh, you need not worry. Whether you’re in cohort 1, cohort 2, or cohort 3…. We can always find each other just a message away on GroupMe. Tonight, we’re surrounded by pretty incredible individuals - what a great life hack! Thank you, beautiful colleagues from ASTHO and Satcher Institute - you are a great pack! It started with us each creating a video which we will probably never watch back. Now, 10 months later, we are with colleagues, peers, and friends, who will always have our back.

BY AHANA SINGH

DELPH Alumni Reflections A Journey Towards Creating a More Equitable and Just Democracy by Fredrick Echols

Founder and CEO Population Health and Social Justice Consulting, LLC

s an African-American male living in the United States, I have encountered numerous obstacles in life, particularly in my efforts to reform systems that fail to support marginalized and vulnerable populations. These systems have had devastating effects on myself and other individuals belonging to Black, Indigenous, and People of Color (BIPOC) communities as they restrict access to essential health and social services. As a Black physician and public health professional, I continue to encounter this stark reality that engenders a sense of hopelessness in communities across the United States. These systems obscure their true intentions and deceive individuals into believing that they operate in the best interest of marginalized populations while perpetuating inequitable and disparate health outcomes. In consideration of these personal and professional experiences, the Diverse Executives Leading in Public Health (DELPH) program has played a significant role in shaping my career and purpose: Fostering Critical Reflection: It provided me with a journey that encouraged me to think critically about my future and how I can leverage my platforms and relationships to help propel the public health ecosystem toward a system that embraces the humanity of all individuals and prioritizes uplifting and empowering the most vulnerable and marginalized populations. Important note: That said, the presence of silos, political posturing, and missed opportunities due to inefficient and ineffective operational practices resulting from insufficient fiscal investment continue to plague the public health ecosystem—limiting its ability to make strides toward a system that wholeheartedly supports the pursuit of health equity and social justice. Cultivating Compassionate Leadership: The program also provided access to experts and public health thought leaders who helped my colleagues and I understand the evolution of health and social service delivery in the United States (particularly for indigent populations), increase our capacity to embrace divergent thinking, and engage in constructive dialogue. The availability of such a space provided us with an opportunity to establish a secure and conducive environment, one that upheld the virtues of compassionate leadership and fostered effective relationship building. Our ability to engage with stakeholders, both like-minded and those with differing opinions, was characterized by a spirit of intentional listening that sought to comprehend their perspectives. Through this, we were able to create an atmosphere that supported open dialogue and nurtured mutual understanding. Understanding System Dynamics: The experience has enriched my comprehension of the intricacies that drive the amplification of inequality and the resulting health disparity gaps that are pervasive among communities and individuals across the nation. The knowledge thus obtained is of paramount importance to ensure my competency in identifying and avoiding perpetuating the issues that I aspire to address. This, in turn, will prevent any inadvertent harm to the communities I seek to uplift and empower. Building a Community of Advocates: Moreover, the program has enabled me to connect with individuals who are unwavering in their commitment to upholding justice. Despite our diverse backgrounds, we set aside cultural differences to work toward a common goal: the accessibility of quality healthcare and the delivery of justice for all humanity.

The DELPH program’s fundamental principles and culturally sensitive support structure have played an instrumental role in shaping my professional growth as a public health expert. As I chart the course for my future professional endeavors, I intend to leverage the lessons learned and the tools provided by DELPH to strengthen the public health ecosystem. My ultimate goal is to foster collaboration across various segments of society to create a more equitable, just democracy. The DELPH program has equipped me with invaluable knowledge and skills that will enable me to make meaningful contributions to society’s betterment. For this, I express my profound gratitude to the Association of State and Territorial Health Officials, the Morehouse School of Medicine’s Satcher Leadership Institute, and CDC for their unwavering commitment to advancing BIPOC leadership in public health. Their steadfast support for this program has enabled me and countless others to acquire the skills and knowledge necessary to effectively lead and drive the transformative change that public health requires. I sincerely appreciate their continued investment in this vital initiative, which has empowered many to become the change agents that public health needs.

“

As I chart the course for my future professional endeavors, I intend to leverage the lessons learned and the tools provided by DELPH to strengthen the public health ecosystem.

“

DELPH Photo Voice

“Did you know that’s Public Health?” Photography crosses cultural and linguistic barriers and is suitable for all abilities. It’s both a form of creative expression and a way to record facts. It can describe realities, communicate perspectives, and raise awareness of social and global issues. Photo voice is a qualitative research method used in community-based participatory research that gathers participant-taken photographs and narratives to translate experience into actionable knowledge. To this, we are asked our DELPH Scholars to look and reflect on their own communities and submit photos to answer the question: “Did you know that’s public health?” Across the next several pages, they will share a look into their community through their lens.

Abraham Anderson | Louisia

(AAMC), Black American Medical Colleges of n atio oci Ass the to ing Accord h African Americans of all physicians even thoug physicians account for 5% ber of underrepresented pulation. Increasing the num d improve comprise 13 % of the US po improve access to care an ly tial ten po uld wo ns icia minority clin and Area Health Department of Health (LDH) na isia Lou The . uity eq lth hea laborated to develop for a Healthier Louisiana col Education Centers (AHEC) ts 20 schools statewide Coats”. The initiative targe hopefully will a “Rainbow of Short White ognition programs, which rec d an ts jec pro l eve e-l e. through ag pursue careers in health car inspire them to one day to

Keon Lewis | North Carolina

rsey

ds | New Je

Deborah Hin

As public health agencie s seek to advance equity for local commun ities, walkability audits have been identified as an effective tool to support efforts in taking the first steps toward policy, system, and envir onmental change.

milies to fants and Fa In g n ki in (L S nent of the CPhilly LIFT each compo tr u o ’s e th , s) e Public Health Servic m, partment of e ra D g ia ro h p lp e S) d A Phila drome (N n sy ce d n e se in a neonatal abst with a local community b urce is partnering tivated Community Reso eaway , Mo organization al holiday giv u n n a d 2n s ering st it’ Center, to ho FTS is intentional in partn ity LI y mmun event. Phill ations for co iz n a rg o d e st ding families, with tru rtunities, provi ed regions o p p o t n e m derserv engage lifeose in the un specifically th basic supplies, along with ls ith ateria . of the city, w prevention m se o rd ve o g savin orating ip and collab h rs e d a le ith lth. Connecting w e initiatives is public hea tiv on innova

Karla Gran

ado | Texa

With the ec o including in nomic implications o f the pand creased co em s SNAP alloc ations, foo t of food and decrea ic, d insecurity se issue in the is a signific in Austin/Tra ant Travis Cou v is C o unty nty Healthc are District area. The the Centra FARMacy to l Texas Food Bank to partners with brin fe serve a loc derally qualified hea g a mobile lth centers al populati th o outcomes and acces n with disparate hea at s to resourc lth food pantr es. yp and vegeta rovides free access to The mobile b fresh fruits le s a n d oth while provid ing a groce er shelf stable food s ry shoppin g experien ce. 13

INTRODUCING

COHORT 3

ssociation of State and Territorial Health Officials (ASTHO) and the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine are excited to introduce the next cohort of 20 mid-to-senior level governmental public health professionals for the Diverse Executives Leading in Public Health (DELPH) program. This cohort includes public health professionals representing 13 state/local health departments and one island/territory health department partner. The DELPH Team is excited to introduce you to our third cohort. “We are thrilled to welcome the next cohort of public health leaders in our DELPH program,” says Michael Fraser, PhD, ASTHO CEO. “I am certain that each one of these leaders will impact the health of their jurisdictions across the U.S. for years to come.” “Morehouse School of Medicine is excited to continue our partnership with ASTHO in the onboarding of our third cohort of professional scholars participating in the ASTHO-Satcher Health Leadership Institute DELPH Program. Since 2021, our collaborative efforts have supported 44 diverse professionals towards their development and growth into executive leaders within their respective organizations. We are elated that this great work will continue with 20 new professionals representing agencies and organizations across the United States and its territories. With this partnership, we continue to develop strong public health leaders who will lead in the creation and advancement of health equity,” says Sandra Harris-Hooker, PhD, interim executive director, Satcher Health Leadership Institute.

DELPH SCHOLARS WHERE ARE THEY FROM?

ISLANDS: CNMI

VI GU

COHORT 1 COHORT 2 COHORT 3 15

AMBER MENDIOLA Here’s a leadership development resource I recommend, scan the QR to open: The Infinite Game – Simon Sinek

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • •

Bachelor of Science in human services and rehabilitation Spearheaded the “Let’s Move Marianas!” initiative in line with former First Lady Michelle Obama’s nationwide campaign to fight childhood obesity and received a gold medal recognizing this work. Commonwealth of the Northern Mariana Islands Representative on the Cancer Council of the Pacific Islands and Pacific Chronic Disease Council

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU? “We may come from Micronesia, but there is nothing “micro” about us!”

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Innovative mindset, systems thinking, community building, cross-cultural communication

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

Being a speaker, oftentimes our community members shy away from speaking in public places and large audiences. I use my voice not just for my own ideas but oftentimes on behalf of others. To continue to be a part of the movement, we must participate; in order to be seen, we must be present, and to be part of the conversation, we must speak up.

WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?

To be part of the improved health outcomes of the CNMI. I want to be part of a time when everyone knows their health status, makes healthier choices, and lives healthier.

BRIANNA SCOTT Here’s a leadership development resource I recommend, scan the QR to open: The 21 Irrefutable Laws of Leadership by John C. Maxwell

EDUCATION, ACHIEVEMENTS, OR ORGANIZATIONS: • • • • • •

Master of Public Health, Louisiana State University Shreveport/Louisiana State University Health Shreveport Bachelor of Science, Xavier University of Louisiana Member, Zeta Phi Beta Sorority, Inc. Member, Delta Omega Honor Society Vice president, Southern California Public Health Association Student, Doctor of Public Health, Loma Linda University Health

WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?

My goal is to promote the health and well-being of marginalized communities by establishing sustainable healthcare initiatives, empowering local communities, and building a network of likeminded individuals and organizations committed to global health equity. I aspire to make a meaningful impact by traveling the world, engaging in humanitarian work with marginalized communities, and seeking to establish sustainable healthcare initiatives in underserved regions. I envision working closely with local communities to train healthcare providers and community health workers, empowering them with the knowledge and skills to address their communities’ immediate health concerns. This approach builds local capacity and fosters self-reliance and long-term sustainability.

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU? “To lead people, walk behind them.” — Lao Tzu

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Data analysis, disease surveillance, disease investigation, health education, infection prevention and control.

WHAT DEFINES YOUR BRAND IDENTITY? HOW DO YOU PORTRAY YOURSELF AS A LEADER?

My brand identity as a leader is defined by a combination of attributes reflecting my values and professional principles. The core of my identity is authenticity, empathy, and a commitment to continuous growth. These qualities form the foundation upon which I build my leadership style.

DELPH Photo Voice Keon Lewis |

North Carolin

On March 24 , 20 by Keon Lewis 23, a diverse team of Cab summit serv , launched their organiza arrus Health Alliance (CH ed as A tion’s Inaugu ral CHAsm Su ) staff led to promote th a call to action to place m mit. This a e n h e ighest leve quity lens collaborative action. Key b l of individual and comm on various strategies re Focused Lea dership, Educa akout sessions included unity health through discussions o tion Equity + n EquityReso Partnerships + Sustainable urce Accessibility, Collab orative Culture Chan ge.

Samantha To |

Arizona

city of Flagstaff st over 70,000, the ju n of n tio la pu po g at the intersectio Boasting a n Arizonans. Sittin ts er ec rth nn No co to ff b ta hu gs tates, Fla is a major ghways and inters nal Parks, several tribal tio of several major hi Na le tip ul y of the w Mexico, m ea. It serves man ar Nevada, Utah, Ne an lit po ro et m x ni sidents, re oe l Ph ba e tri th ral dwellers, nations, and ru to e m ho e ar rough for s that vel to, from, and th . surrounding area tra at th rs ito vis d re ts, an , and healthca collegiate studen such as jobs, food critical resources,

rolina

Felicia Veasey | South Ca

Playground (North This is Park Circle t the world’s larges Charleston, SC). It’s Recognizing that all nd. inclusive playgrou l with the same desire ua eq d rk is kids are create rience play, the pa pe ex to and need em th ire lenge and insp ly as designed to chal ve iti gn ate children co cial physically, stimul so d an l na io an emot d well as facilitates an rk is for children connection. The pa l abilities. adults of al

Kristen

Newm

an | M

arylan

In som ec can’t a ommunities, Nation fford diapers one in two fa a m are for l Diaper Bank according to ilies ced to t N e t w ork. Fa he make s that m utilities include skipp pending dec ilies , in is o ions g r o m the e approx imately r essentials. als, paying good h Babies 10 diap Homele ealth and ca ers a day to require n m overwh ss and at-ris cost $125 pe aintain k famil r mont elmed ies can h as they beco . try t babies o provide for me . their

Samia Hussein | Connec

ticut

Connecting with leadership and collabora ting on innovative initiatives is public health.

EBONY FORTUNE Here’s a leadership development resource I recommend, scan the QR to open: On LinkedIn, the Leadership First page.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • •

Master of Public Health Member, Delta Sigma Theta Sorority, Inc.

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? Achieving goals and developing others potential.

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“We don’t need a title to lead. We just need to care. People would rather follow a leader with a heart than a leader with a title.” — Craig Groeschel

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

As a leader, the one thing I do to inspire others is to build their capacity and confidence to complete tasks and achieve goals. As a leader, you are only as strong as your team. A strong team is composed of individuals who are confident in their abilities and feel supported by leadership when they propose innovative strategies. As a leader, I encourage my staff to take training courses and attend learning sessions that will increase their knowledge and better equip them to perform their tasks. The healthcare industry is constantly evolving, and we can’t have an impact if we are stagnant in our knowledge and thinking.

WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.

I chose the DELPH program because of the opportunities offered to learn and grow as a public health leader. I saw the DELPH program with a cultivated environment that would enable me to establish a network of my peers. At my organization, I felt isolated and knew that I could benefit from participating in a program that exposed me to others in my field who are on a similar journey. After six months in the program, I can attest that the program has exceeded my expectations. In every interaction I am inspired and motivated to work on my purpose.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

What I love most about the public health work that I do is collaborating with community stakeholders to identify a barrier to care and then working with them to develop strategies and initiatives to combat the issue. A key partner in my work is the Ryan White Part A planning council. The planning council is an important stakeholder for our program. By working with the council, we can collaboratively design innovation programming that addresses the issues identified during our needs assessment processes.

ERIKA KIRTZ Here’s a leadership development resource I recommend, scan the QR to open: Hinds’ Feet on High Places by Hannah Hurnard

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • •

Student, Doctor of Public Health in health equity and social justice, Johns Hopkins Bloomberg School of Public Health Council of State and Territorial Epidemiologists’ Robert Wood Johnson Foundation National Award for Outstanding Epidemiology Practice in Addressing Racial and Ethnic Disparities

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK? Project management, data analyst, strong communicator.

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

I am transparent about my vision, failures, and successes as a leader. I love making meaningful connections and creating a positive and engaging work environment by leading empathetically. One thing I do to inspire others is to put people first. Listening and providing guidance based on the needs of individuals has resulted in a more efficient, happier, and more engaged team. When someone feels valued and respected, they tend to enjoy showing up and giving their best self to their work, which results in better outcomes.

WHAT IS YOUR PUBLIC HEALTH EXPERTISE? WHAT’S YOUR PASSION PROJECT?

My public health expertise is data analysis. Data plays a critical role in our ability to advocate for vulnerable populations. Data allows us to describe the severity of diseases and the many barriers people face to becoming healthy. My passion project would involve utilizing qualitative and quantitative data to advocate for policy changes that eliminate barriers to obtaining optimal health. While I love numbers and understand the importance of reliable and valid data, I also know that the data we present represents individuals, and their stories deserve to be told. Everyone deserves a fair chance at a healthy lifestyle, and I hope to continue making that possible.

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? I am a person-centered leader.

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“Leadership at its best is also a team sport, and one of the most important responsibilities of leaders is to build, nurture, and manage their team.” —Dr. David Satcher

Equity, Diversity, and Inclusion in Public Health Creating a Healthier Society by Natalie Burke

President & CEO, Director Culture of Health Leaders Program for CommonHealth ACTION

ublic health plays a vital role in ensuring the well-being of communities, addressing health inequities, and promoting population health. However, for public health leaders, initiatives, and organizations to be truly effective, it is essential to incorporate principles of equity, diversity, and inclusion (EDI). These three pillars are critical for building a healthier society in which all people have fair opportunities to achieve their best possible health. When EDI is present and active, health equity becomes possible.

Examining Equity Health equity, as a fundamental principle in public health, seeks to ensure that everyone has a fair chance to achieve optimal health. Too often, people balk at the concept of fairness believing it to be subjective and immeasurable. In this instance, “fair” is best described as whatever is necessary to get a person, family, population, or community to the best possible outcome. It acknowledges that individuals have different health potential, needs, and experiences that must be addressed to create equal opportunities for health. To that end, public health leaders must recognize and address social determinants of health, such as income, education, employment, transportation, structural racism, and housing, which all play important roles in the production of health outcomes. By identifying these underlying factors, public health initiatives can be tailored to meet the unique needs of marginalized communities and minoritized populations while reducing health inequities.

Understanding the Importance (and Differences) of Diversity and Inclusion Diversity and inclusion are essential for building strong and effective public health systems. Diversity refers to the presence of a wide range of individuals from different identities, including race, ethnicity, gender, sexual orientation,

socioeconomic status, and more. Inclusion, on the other hand, refers to creating an environment in which everyone is valued, respected, and empowered to contribute their unique perspectives and lived experiences. Think of inclusion as the muscle of diversity—many different types of people, engaged meaningfully. A diverse public health workforce is crucial for addressing health inequities and meeting the needs of diverse populations. When public health professionals come from various backgrounds, they bring different perspectives, insights, and solutions to the table. This diversity of thought and experience leads to more impactful policies, programs, and practices that can better serve the entire population— particularly those with the greatest health needs. In addition, inclusion ensures that all individuals have opportunities to participate in decision-making processes and shape public health policies. This approach engages levers of power within organizations and communities— power being the ability to define reality for yourself or others. By including the empowered voices of marginalized and minoritized people, public health initiatives become more responsive to their needs, ultimately leading to improved health outcomes and the elimination of health inequities.

Putting EDI into Action for the Greater Good Together, equity, diversity, and inclusion are crucial for public health leaders, the workforce, and outcomes for several reasons: 1.

Health Inequities. EDI helps to ensure that public health initiatives are designed to reach and serve all communities, especially those that have historically faced barriers to accessing healthcare and that are experiencing poorer health outcomes. By prioritizing EDI, public health leaders and the workforce can work towards achieving health equity.

Cultural Competence. The public health workforce and its leaders must respect a diversity of cultures and their values. Cultural competence allows public health professionals to engage successfully with different populations while effectively supporting them to achieve their best possible health. By embracing diversity and inclusion, the public health workforce can develop cultural competence, which will lead to better communication, trust, and collaboration with communities. People are more likely to trust and follow recommendations from professionals who understand their backgrounds and experiences.

Health Literacy. Efforts should be made to improve health literacy, especially among marginalized communities and minoritized populations. This involves providing accessible and culturally appropriate health information to empower individuals to make informed decisions about their health.

Innovation and Creativity. Diversity within the public health workforce brings together individuals with different perspectives, backgrounds, and experiences. This diversity of thought leads to innovative solutions and creative approaches to public health challenges. When people from different backgrounds come together, they bring unique insights and ideas that can enhance the effectiveness and impact of public health interventions.

Representation and Trust. The public health workforce should reflect the communities they serve. When individuals from marginalized communities and minoritized populations see themselves represented in the public health workforce, it creates a sense of trust and confidence in the initiatives implemented. Representation helps to break down barriers, reduce stigma, and improve the uptake of public health interventions.

Improved Decision-Making. Inclusive decision-making processes lead to better outcomes. When diverse voices are included in public health discussions and decision-making, a broader range of perspectives and experiences are considered. This ensures that policies and interventions are more comprehensive, responsive, and effective in meeting the needs of diverse populations. Community Engagement and Collaboration. Building relationships with communities is essential for successful public health interventions. By embracing EDI, the public health workforce can engage communities in meaningful ways, ensuring that their voices are heard, their concerns are addressed, and their active participation in shaping public health initiatives and public policies that create opportunities for health. This collaboration and engagement foster trust, enhance the relevance of interventions, and

increase their likelihood of success. 8.

Eliminating the Impacts of Bias and Discrimination. Implicit and explicit biases can affect healthcare decisions and treatment outcomes. A diverse workforce can help reduce these biases and discrimination in healthcare delivery, ensuring that individuals receive equitable care.

Legal and Ethical Imperatives. In some jurisdictions, there are legal and ethical imperatives to promote EDI in the workplace. Violating these principles can lead to legal consequences, financial penalties, and damage to an organization’s reputation.

EDI is vital for public health leaders seeking to promote health equity, innovation, representation, improved decisionmaking, and community engagement. By investing in selfmastery and professional development to become equitable leaders while also prioritizing these principles, public health leaders of all identities can better serve diverse populations, reduce health inequities, and create more inclusive and effective public health systems.

JANNAE PARROT Here’s a leadership development resource I recommend, scan the QR to open: Quiet: The Power of Introverts in a World That Can’t Stop Talking by Susan Cain

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • •

Bachelor of Arts in anthropology, University of Florida Master of Public Health in international health and epidemiology, Oregon State University Member, American Evaluation Association

WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.

Being part of the DELPH program was an easy choice for me. When applying, I found myself at a midpoint in my career, I was a self-described introvert with growing leadership responsibilities but little leadership training. This program was a wonderful opportunity to align my personal and professional values while fostering leadership abilities. I also loved that the program provided a unique opportunity to collaborate with a diverse group of amazing executives, each bringing their own perspectives, experiences, and expertise.

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU? “The time is always right to do what is right.” — Martin Luther King, Jr.

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? To lead people, walk behind them.

WHAT IS YOUR PUBLIC HEALTH EXPERTISE? WHAT’S YOUR PASSION PROJECT?

My primary areas of expertise are evaluation, epidemiology, and public health preparedness and response. I’m currently an evaluation analyst with the New York City Department of Health and Mental Hygiene. I work with programs across the agency to describe and evaluate the impact of their programs on beneficiaries. I also have experience in healthcare system emergency preparedness and response evaluation and communicable disease investigation and reporting. In all areas, I have always centered health equity in the work that I do, and applying health equity approaches to evaluation is absolutely my passion project. I love that my work is varied but that I can still promote health equity and best practice evaluation and epidemiology methods in the work that I do.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Research and Evaluation, monitoring, epidemiology, public health preparedness and response, knowledge management

KARLA GRANADO Here’s a leadership development resource I recommend, scan the QR to open: The podcast, “The Art of Speaking Up” by Jessica Guzik.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • • •

Master of Public Health in health promotion and health education, The University of Texas Health Science Center at Houston Bachelor of Science in kinesiology and health promotion and fitness, The University of Texas at Austin Chair, Social Determinants of Health Workgroup, Travis County Healthcare District Member, American Public Health Association New York City Department of Health and Mental Hygiene Distinguished Service Award for service during the COVID-19 response New York City Department of Health and Mental Hygiene Distinguished Service Award,

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Strategic leadership, community engagement, partnership building, program design using an equity framework, program implementation

WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?

My career goal moving forward is to transform how individuals experience the public health system, particularly focusing on a human-centered, holistic approach to improving the health of the public. I plan to do this by promoting compassion, empathy, and equity as the foundation of future programs that I develop or contribute to in which I am a contributor. I believe it’s important to consider the social determinants of health and upstream factors in all program development and implementation and bring that lens to healthcare services. Our medical care is only as good as the social care that an individual receives. There is no success in separating the two or prioritizing one over the other.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

My reason for pursuing a public health career is the exact thing that keeps me going day to day, and that is helping others. Over the years, I have come to realize that my mission in life is to be of service, and I have chosen to do that in the field of public health. In my role, I can influence access to healthcare and social resources for uninsured members of our community. The fact that I can directly influence someone’s life by connecting them to basic needs, such as food, is what I love the most about my current role and being in public health. I am a mission driven individual, and I appreciate that I’m at an organization that supports individuals who are most often marginalized and face social and economic barriers in their everyday lives.

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KEON LEWIS Here’s a leadership development resource I recommend, scan the QR to open: The website for Cornell Wright, MPA.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • •

Student, Doctorate in Leadership studies, North Carolina A&T State University Master of Health Services Administration, Strayer University Bachelor of Science in Biology, University of North Carolina at Greensboro Life member, Omega Psi Phi Fraternity, Inc. Board chair, American Foundation for Suicide Prevention, North Carolina Chapter

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

I think one of the most important things I do as a leader to inspire others is demonstrate a high level of intentionality. By ensuring that others’ ideas are incorporated into the overall vision of a given strategy, I show that I recognize how their talents bring value to the mission. While gathering others’ ideas, I recognize how they can serve a pivotal role within the strategy that does not feel forced but is natural for their skill sets. I believe that displaying this level of intentionality—of being on purpose with purpose—builds a great amount of trust among my colleagues. I am a firm believer that diverse ideas should be included in the earliest possible development of any given strategy. This approach generates early innovative ideas and allows the team to be proactive in identifying barriers that would create negative outcomes. Even if it is in a colleague’s nature to be shy, I will set aside time outside of the planning structure to speak with them one-on-one to ensure that they are given the opportunity to be included in the development process. Acknowledging someone else’s voice and recognizing their skills not only inspires others but creates a level of buy in that enables a greater likelihood of strategic success.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Visionary, communication, emotional intelligence, active listening, integrity

WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY? I am a transformational change agent.

WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“Leadership is the art of mobilizing others to want to struggle for shared aspirations.” —James Kouzes and Barry Posner

KIMBERLY THAM Here’s a leadership development resource I recommend, scan the QR to open: Rest is Resistance by Tricia Hersey

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS:

• •

Master of Public Health in environmental and occupational health, University of Arizona Bachelor of Science in biosystems engineering, University of Arizona

WHAT IS YOUR PUBLIC HEALTH EXPERTISE? WHAT’S YOUR PASSION PROJECT?

I aim to create more opportunities for children’s environmental health issues to be integrated into holistic health and wellness programs for those living in environmental and climate justice impacted communities. I am committed to dismantling systems of inequities, and I contribute to the shift toward public health service that is truly rooted in a community-centered lens. This year, I am stewarding the launch of the Preventing Environmental Exposures for Children’s Health (PEECH) Program at the Oregon Health Authority. PEECH’s goal is to prevent and reduce children’s exposures to environmental health hazards. PEECH will build community-based strategies, partnerships, and programming to reduce an array of harmful environmental exposures to children in communities disproportionately impacted by environmental and climate hazards. Examples of children’s environmental health hazards include industrial pollution, poor air and water quality, unsafe housing or recreation environments, unsafe consumer products, poor quality food or nutrition sources, pesticide exposure, and exposures to extreme weather conditions or other environmental harms.

WHY DID YOU CHOOSE TO BE A PART OF THE DELPH PROGRAM? SHARE YOUR TESTIMONY.

The network of camaraderie that DELPH has nurtured has been so important to my leadership journey. It is wonderful to connect with a network of professionals who can relate to the experience of working toward dismantling inequities while also personally feeling the impacts of those inequities. In an introductory group discussion of what brings us to public health service, I was incredibly moved when many folks related their own experiences of intergenerational immigration to their careers. I felt instantly connected and comfortable to share openly with peers who have a depth of understanding of equity through both lived and professional experience. The energy and camaraderie during group gatherings is invaluable and invigorating. DELPH is a catalyst for equity partnerships, friendships, and co-learning in safe spaces. The discussions and learning materials provide a deep dive into the policies, histories, and structures that drive systemic inequities. These subjects can be challenging to confront through the DELPH curriculum, at work, and in community, but this is a wonderful group to reflect and process with.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Public policy, program development, community resilience, environmental justice, health equity

DEI AT WORK Diversity, Equity, and Inclusion (DEI) initiatives are essential to fostering a positive work culture, and that certainly includes our Public Health environment. Through exposure to diverse perspectives, you can improve employee morale, promote inclusive communications strategies, and drive creative problem-solving and innovation. However, it is not necessary to be directly working on DEI to benefit from its principles. In fact, DEI can intersect with your work in many ways, such as by creating a more inclusive work environment, improving communication, and enhancing collaboration through educational resources. Here, we will explore how DEI can impact your work and how you can leverage its principles to create a more productive and fulfilling work experience throughout your public health career.

Critical Considerations of DEI Evolution, Training, and Adaptation by Allyson S. Belton,

MPH Morehouse School of Medicine

chieving health equity and ensuring optimal health outcomes for an ever-changing population can seem far from reach given the growing diversity seen across the populace. No longer is “diversity” a general phrase that refers only to one’s racial identity; rather, it reflects all the special bits and pieces that make us individuals. Additionally, “inclusion” has become more than ensuring that parties have a representative at the proverbial table; today, it means espousing the norms and values of those at the table and establishing an appropriate place for said norms and values. Yet, when given the task to prepare leaders a,d learners—both current and future—to take charge of this important task, it is critical to consider the intersectionality of diversity, equity, and inclusion (DEI) in what perpetuates the health inequities we witness, the solutions needed to eliminate these inequities, and the required resources.

The Emergence and Transformation of DEI The advent of DEI emerged in the late 1960s in response to the shifting, post-Civil Rights climate where support was needed to bolster social acceptability of racial integration.1 Over time, these constructs have not only been applied to promote institutional values relative to race and ethnicity but expanded in consideration of gender identity and sexual orientation, disability status, nationality, religious beliefs, and other identity spaces. Even among a group of highly diverse learners, there is a significant need to incorporate DEI in all training efforts.

Developing Diverse Learners in an Ever-Changing Climate In addition to the collaborative efforts supporting the Diverse Executives Leading in Public Health Program, Morehouse School of Medicine and the Association of State and Territorial Health Officials each have a unique role in developing diverse and unique learners across multiple training levels. From training graduate-level students to executive-level professionals, our respective programming efforts recognize the need to remain abreast of the changing social and political climate to shape and adapt our respective curricula—this enables us to meet the needs of the learners and those they will serve by approaching DEI from an intersectional lens. Furthermore, we also are intentional in those selected for participation, as we believe that not only will the participant learn from the program, but they will also bring a perspective from which others may learn. This further enriches the intersectional nature of the learning experience.

Sustaining DEI Efforts for Health Equity Promotion of DEI in organizational, educational, and other institutional spaces is certainly not a fleeting trend, making temporary passage through these places until the next set of values and strategies are elevated to priority. Rather, to continue to meet the needs of the learners we engage while also equipping them to be those who will ultimately advance health equity towards the achievement of justice, there must be constant attention to and awareness of the never-ending changes occurring within our society. Along with this attention and awareness, we must always remain prepared to adjust the lessons we teach, as well as continue our own training, growth, and enrichment. Allyson S. Belton, MPH is the Director of Education and Training for the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine where she designs, implements, and evaluates health equity-based leadership training curricula/programming for diverse learners, in alignment with the SHLI priority and focus areas (Health Systems Transformation, Political Determinants of Health, and Mental and Behavioral Health).

Highlights from Program Evaluation My participation in DELPH has shown me that I am more than qualified to be at the senior and executive level.

As a result of the DELPH program, I have taken on at the health department leading the development for the agency’s 5-year accessibility plan, driving the agency toward becoming a more accessible and socially just health agency that could better support all [state residents].

Several scholars are leading initiatives – some of their own design – within their organizations and/or leading initiatives within their community. 32

41% of scholars have applied to more snior-level roles since beginning DELPH. Through DELPH I found my career trajectory. The program helped my executive presence which helped me with the application and interviewing process.

Some scholars have been hired to new positions, crediting DELPH as a support in their process.

DEI AT WORK

Words Matter

A Journey Through Words in Public Health Leadership by Carolyn Mullen

SVP Government Relations and Communications, ASTHO

hroughout my career I have written words for senators, public health leaders, and chief executive officers. These speeches, press releases, and public testimonies have been used to change policy, influence voters, or recommend a direction for our nation. As ASTHO speaks for our collective membership, the words in our policy and advocacy work must be inclusive, reflect diverse perspectives, and promote equity. How in this incredibly politically divided time can we be successful?

Utilizing a Team-Based Approach First, no single person should be charged with articulating the needs of an entire country. Rather, leaders should ensure the communications team working tirelessly together is comprised of diverse perspectives, values, genders, races, cultures, and ethnicities. It is through a team-based approach in developing and shaping words that we truly ensure that we can bring optimal health to all people.

Navigating Relationships for Equity and Inclusivity Second, communicators must build relationships that foster equity and inclusivity by understanding audiences’ opinions, motivations, and how to connect on a personal level. For example, prior to approaching a member of Congress, the government affairs team works to understand what they stand for and what motivates them. That deep dive analysis allows us to meet a policymaker on a personal level and speak to issues they care about—advancing equity and inclusivity by reminding them that public health touches everyone, every day, and everywhere.

Empowering Every Voice in Public Health Finally, the responsibility of shaping policy should not rest solely with the communications or advocacy teams, but with all of us. It is crucial that we are empowered to speak up and help nudge, educate, and enlighten those individuals with the pen. Many years ago, I had the privilege of participating in a brainstorming session for the State of the Union at the White House during President Obama’s administration—in that moment, I knew this was a once-in-a-lifetime opportunity to influence the ultimate speech. As public health professionals, when we find ourselves in these rooms we never dreamed possible, we must raise our hands and own our words, which—along with our unique perspective and lived experience—could very well shape policy, influence leaders, and change the world for the better.

DEI AT WORK

Embracing Diversity in Public Health

A Catalyst for Culturally Competent Solutions, Health Equity, and Innovation by Danny Staley

SVP, Public Health Practice, ASTHO

ublic health faces a multitude of complex issues across our range of programs at the Association of State and Territorial Health Officials (ASTHO) such as maternal and infant mortality, drug overdose, and the increasing spread of sexually transmitted infections. It is critical to have diverse perspectives at the table when addressing these programs across the spectrum of our field. We learn so much by seeing how other people and cultures experience the world. I have always thought that one-size-fitsall led to one-size-fits-few. The energy we gain by multiple viewpoints is part of the reward. I find without diverse engagement there is less satisfaction in the advancement of public health. There are many reasons why diversity is important in public health. For ASTHO, our public health practice and programs are where we see diversity benefiting us in leveraging cultural competency, addressing health disparities, and discovering an influx of innovative solutions.

Creating Cultural Awareness When we have diverse perspectives at the table, we are more aware of what the community really needs. Having those community members represented within our workforce at the health department level or at ASTHO allows for additional input on how to address a public health concern. Culturally competent programs and services are designed to meet the unique needs of different cultural groups. They consider the beliefs, values, and traditions of different cultures, and they are provided in a way that is respectful, sensitive, and, as a result, more effective. Here’s an example of that attention to awareness from our preparedness team: ASTHO, through funding from CDC, helped jurisdictions prepare for and respond to the needs of people with disabilities during the COVID-19 pandemic and beyond. As part of this program, disability and preparedness specialists were placed in 16 states and two territorial health agencies between January 2021 to July 2022. Specialists worked with these agencies to promote the inclusion of people with disabilities in public health emergency preparedness. Programs such as this can continue to make lasting and meaningful changes for the disability community during public health emergencies and beyond.

Addressing Health Disparities Health disparities are due to several factors, such as poverty, racism, and lack of access to quality healthcare. A diverse public health workforce is better equipped to understand and address the determinants of health, and to develop and implement interventions to reduce health disparities. If our diverse workforce is comprised of the very community they serve, we can address their needs without having to guess or rely on national trends. At the microlevel, specific solutions for specific communities are what would help us ease these disparities.

From left to right: Halina Palacios, Keith James, and Heather Pangelinan - DELPH Alumni

Harnessing Innovative Perspectives Innovation is essential for public health, and having a workforce with varying backgrounds provides a stronger base to develop innovative strategies. We’re better able to find innovative means for communicating health messages that motivate communities and individuals to act as well as develop new techniques for data collection and analysis that ensures all communities are represented. During COVID-19, to secure this critical component of innovation, we partnered with a diverse group of professional organizations that focused on minority populations to improve vaccine communication and uptake. From the examples above, we can see that public health has been changed for the better. My programmatic approach would not be the same without a diverse team that supports me in these efforts to address our public health areas. I am grateful for all the help and support we have in making sure that the work we do at ASTHO is as impactful as possible for all.

KRISTEN NEWMAN Here’s a leadership development resource I recommend, scan the QR to open: Disruptive Thinking by T.D. Jakes

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • • •

Doctor of Public Health Master of Public Health Bachelor of Science in Nursing Member, American Public Health Association Member, American Nurses Association Member, Association of Maternal and Child Health Programs

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.” — John C. Maxwell

WHICH DELPH SPEAKER DID YOU RESONATE WITH AND WHY?

The DELPH speakers that we have had the opportunity to glean from over the past year have each imparted golden nuggets that we can implement through our public health journeys. The speaker that I most resonated with was Dr. Jacqui Watson. While I hold advanced degrees in public health, I am also a clinician and have been a nurse for 30 years. Dr. Watson understands how these enhance one another and bring a human component to the work that we do. The trajectory of her public health career inspires me to look forward and seek opportunities to expand my platform to impact outcomes in maternal and child health.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

I love transforming lives of women and their families. My passion for improving pregnancy outcomes, supporting women in the postpartum period, and preventing infant deaths for populations disproportionately impacted by disparities motivates me. Understanding the obstacles that women encounter during their reproductive health years allows me to consider innovative initiatives and collaborations to remove barriers that impact outcomes for women and their infants in our community.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Servant leader, program development and management, healthcare, emotional Intelligence, change agent

KRISTINA HERRERA Here’s a leadership development resource I recommend, scan the QR to open: Brené Brown’s Dare to Lead podcast.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • •

Master of Public Health, George Washington University Milken Institute of Public Health Bachelor of Science in neurobiology, physiology, and behavior with a minor in human development, University of California, Davis

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

I try to inspire my team by fostering a positive and purpose-driven work environment. I remind staff about the importance of having fun and finding fulfillment in our daily projects. I firmly believe that when individuals find both purpose and joy in their work, it connects them to the broader purpose of public health and inspires them to provide quality services to improve the health of our community. Even if it is mindfully reflecting on at least one success of the day or taking time to have fun during meetings, I try to foster a culture of positivity and connection. Public health work can be challenging, and as such, I prioritize staff well-being and morale. I hope to inspire my team to find the moments of joy in their day, to take care of themselves, and to remind them that their work, no matter how big or small, is important. Understanding the significance of our contributions instills a sense of pride and motivation within our team, and my role as a leader is to consistently highlight how every person’s role in our department connects them to our mission.

HOW HAS THE DELPH PROGRAM INFLUENCED YOUR VISION FOR THE FUTURE OF PUBLIC HEALTH?

The DELPH program has reminded me about the importance of looking at the bigger picture of public health and being at the table. In our daily work in public health, it is easy to get immersed in everyday tasks and concerns within our department or state. Through DELPH, I know that we can no longer stay in our lane, and that we must branch out, pushing ourselves and our team to be at the table of important conversations and work with other jurisdictions to solve problems. I am inspired to step outside of my department’s comfort zone and get involved at all levels of public health. My vision of public health after participating in DELPH is one where where public health workers are not siloed and at all levels, we are consistently communicating with each other across counties, states, and territories to share knowledge and learn from one another. A key realization from my DELPH experience was in examining the interconnectedness of public health challenges across diverse states and regions.

WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?:

“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.” —Antoine de Saint Exupéry

LISA MORRISSEY Here’s a leadership development resource I recommend, scan the QR to open:Executive Presence: The Missing Link Between Merit and Success by Sylvia Ann Hewlet

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • •

Master of Public Health in epidemiology and environmental health science Bachelor of Psychology Member, American Public Health Association 2018 Distinguished Service Award, Western Connecticut Appointed by the governor to the Settlement Advisory Committee and the State of Connecticut Emergency Response Committee

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Effective communication , climate change and environmental health, leadership in health equity, strategic planning and implementation, epidemiological expertise

WHAT DEFINES YOUR BRAND IDENTITY? HOW DO YOU PORTRAY YOURSELF AS A LEADER?

My leadership brand is anchored in integrity, humility, and a steadfast commitment to systemic change. I position myself as a connector between communities, agencies, and policymakers, advocating tirelessly for the underrepresented and underserved. My approachability and commitment to continuous learning are integral to my brand, reinforcing my image as a leader who is not only knowledgeable and skilled but also deeply connected to my team as well as the community’s needs and aspirations. Remaining authentic to myself, and in turn those principles, guides my interactions and decision-making, ensuring that I remain focused on my goal of creating equitable public health systems.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

My passion for public health stems from the ability to effect real, positive, generational change in the lives of individuals and communities. The direct impact of my efforts in improving health outcomes and reducing disparities is deeply fulfilling. It is this impact—seeing tangible results from the initiatives and policies implemented— that drives my ongoing dedication to public health.

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? Inclusive, strategic, innovative, adaptable, impactful visionary.

LISETTE MARQUEZ Here’s a leadership development resource I recommend, scan the QR to open: Brené Brown’s Dare to Lead podcast.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • •

Doctor of Medicine in general surgery Master of Public Health in healthcare management, The University of Texas Health Science Center at Houston University of Guanajuato, León, Guanajuato, Mexico Member, American College of Healthcare Executives

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? Strong willingness, reality check, positive impact.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

I love helping people. Since I was a kid, I have always felt the need to speak for those who couldn’t defend themselves. I always felt the need to help those more unfortunate than me. Early in my career as a medical student, what motivated me to keep going with the long shifts, the nights of studying, the interminable articles and books to read, and my tired body was seeing the happiness in the people I helped. Now in my public health career, I find it incredibly rewarding seeing the happiness in the faces of the people I serve. There is much need, as there is a tremendous lack of access to healthcare and services that cover basic needs. Knowing that, with the work I do, I improve the quality of life of the people I serve is my biggest reward.

HOW HAS THE DELPH PROGRAM INFLUENCED YOUR VISION FOR THE FUTURE OF PUBLIC HEALTH?

DELPH has been a platform to grow as a leader in an integral manner. I have learned invaluable lessons from the people I have met, my colleagues, the speakers, the DELPH leadership team, and ASTHO staff. I have gained experience from workshops and coaching sessions. I have gotten out of my comfort zone and found my leadership identity. The DELPH program has inspired me to be the better version of myself as a leader and has opened my eyes to the immense positive impact leaders in public health can achieve by working collaboratively.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Emotional intelligence, empowerment, integrity, visionary thinking, problem solving.

NAOMI WILSON Here’s a leadership development resource I recommend, scan the QR to open: The Northwest Center for Public Health Practice

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • •

Member, American Public Health Association Member, Washington State Local Public Health Officials Vice chair, Washington State Local Public Health Officials Assessment Committee Affiliate faculty member, University of Washington Tacoma School of Nursing and Healthcare Leadership

WHAT IS 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 FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Strategic policy development, collaboration, data analysis, program evaluation, cultural competency, community involvement

HOW HAS THE DELPH PROGRAM INFLUENCED YOUR VISION FOR THE FUTURE OF PUBLIC HEALTH?

Participation in a leadership program like DELPH has provided opportunities for me to develop and refine my leadership skills. DELPH has facilitated networking opportunities with other public health professionals, experts, and leaders. Building these connections has truly expanded my perspective and introduced me to diverse approaches and new perspectives in public health.

WHAT DEFINES YOUR BRAND IDENTITY? HOW DO YOU PORTRAY YOURSELF AS A LEADER?

Resilience defines my brand identity. Growing up as the daughter of a North Korean immigrant, I inherited a legacy of courage, sacrifice, and the unwavering pursuit of a better life. Despite facing challenges that led me to drop out of high school, I recognized education as the key to breaking the cycle. Graduating from college as the first in my immediate family marked a monumental achievement that profoundly reshaped my perspective. My brand identity is characterized by a passion for addressing root causes, structural inequalities, and systemic racism. As a leader, I am always looking for opportunities to foster innovative solutions through diverse perspectives.

NASSIRA NICOLA Here’s a leadership development resource I recommend, scan the QR to open: “Cool People Who Did Cool Stuff,” hosted by Margaret Killjoy

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • • •

Master of Arts in Linguistics, University of Chicago Bachelor of Arts in Linguistics and Education, Harvard University Massachusetts Department of Public Health Commissioner’s Citation for Equity in Governance Massachusetts Department of Public Health Group Outstanding Performance Award Epi’s Choice Award for Best Poster, Massachusetts DPH Epidemiology Conference Fellow, Massachusetts Institute for Community Health Leadership

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“Nothing about us without us is for us.” - Originally attributed to disability rights and youth activists in South Africa

PRETEND IT IS THE YEAR 2032, WHAT CONTRIBUTIONS WILL YOU HAVE MADE TO PUBLIC HEALTH FOR THE UPCOMING PUBLIC HEALTH LEADERS?

It can be difficult and exhausting to be one of a few visible members of your demographic group in every professional space you enter. I am desperately, unspeakably grateful to the other Arab and queer folks who have gone before me in public health and made it so that my name, my pronouns, or the gender of my partner aren’t immediate dealbreakers or constant objects of curiosity. I don’t think our field has hit even that threshold when it comes to disability, and while I’d rather be able to make something else my legacy to the leaders who come after me, I’m willing to take up the task that’s in front of me. Along with the handful of other tremendous disabled leaders in public health, I want to pave a path so that people coming after me won’t be told that accessibility isn’t a concern because a tool is “for professionals, not the public.” I never want another disabled public health professional to be forced to explain to funders and policymakers that the goal of public health is not preventing the existence of disabled people in the future. In 2032, I want disabled public health leaders to arrive at conferences where interpreters are already in place, and they can present from the dais rather than below it—and I want it to seem normal and uneventful because the field is already prepared for the possibility of leaders like us.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Facilitative Leadership, Disability Justice, Language Access, Community Engagement, Multidirectional Communication

Public Health Infrastructure Grant

A Transformative Infrastructure Grant for Health Equity and Inclusive Workforces by Amber Williams

SVP Leadership and Organizational Performance, ASTHO

by Lindsey Myers,

VP Public Health Workforce and Infrastructure, ASTHO

ollowing the COVID-19 pandemic, Congress made a historic investment in public health workforce and infrastructure, presenting a game-changing opportunity for public health transformation. In the fall of 2022, CDC rolled out a first of its kind, five-year grant program called the Public Health Infrastructure Grant (PHIG) to address critical governmental public health workforce and system improvement needs. This program is all about supporting health departments across our states, territories, and freely associated states to ensure every community has the people, services, and systems needed to promote and protect optimal health for all. Along with funding 107 health departments, CDC also partnered with three organizations: the Association of State and Territorial Health Officials, the National Network of Public Health Institutes, and the Public Health Accreditation Board to help agencies modernize data systems, recruit and retain a skilled public health workforce, and address longstanding public health infrastructure needs.

Challenges in Public Health Funding and the Pivotal Introduction of PHIG The majority of public health department funding comes from topic-specific federal grants, which usually restrict spending to prescribed programmatic activities and do not allow agencies to build foundational capabilities—like improving hiring or procurement processes, communication, and community engagement. For example, while advancing health equity and addressing health disparities is often emphasized as a central goal of public health practice, many jurisdictions face barriers to fully incorporating health equity into their strategies. Additionally, the public health workforce often does not reflect the communities they serve, which can impact their ability to build community partnerships and fully respond to the needs of underserved populations. PHIG is different in that it provides flexible, non-categorical funding that health departments can use to build their infrastructure and capacity to meet their unique needs and address barriers.

PHIG Impact: Advancing Health Equity and Promoting Inclusion in Public Health Agencies Many agencies are using their PHIG funding to boost efforts to tackle health disparities in their jurisdictions and promote diversity, equity, and inclusion within their agencies. Internally they are focusing on examining compensation, assessing equitable pay, developing leadership programs for staff of color, streamlining hiring processes, and assuring unbiased hiring practices. Some agencies are creating paid internships, hiring people with lived experience, and building new workforce pipelines through engagements with minority-serving educational institutions. Plus, they are training managers and staff to create more inclusive workplace environments and partner with and serve diverse communities better. Other approaches include: Taking lessons learned from other funded programs, such as the National Initiative to Address COVID-19 Health Disparities Among Populations at High-Risk and Underserved, Including Racial and Ethnic Minority Populations and Rural Communities grant, to focus and build on successes. Strengthening the overall capacity of the agency to address health equity, such as by incorporating health equity into

agency-wide performance improvement offices and ensuring equity principles are embedded in health assessments and strategic plans. Improving partnerships with community organizations—looking at opportunities to simplify processes; support minority-owned institutions in competing for and managing federal funding; and hiring new staff dedicated to health equity, liaisons with special

populations including tribes, and community health workers. This is a remarkable time for public health. Improving public health infrastructure and strengthening the workforce will lead to better health outcomes for all. These grants are critical, providing much-needed funding and flexibility to make real progress in promoting diversity, equity, and inclusion in the workforce and ensuring health equity in public health strategies.

SCAN THE QR CODE FOR MORE INFORMATION ABOUT PHIG.

SAMANTHA TO Here’s a leadership development resource I recommend, scan the QR to open: The podcast “WorkLife with Adam Grant.”

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: •

Master of Public Heath in epidemiology and biostatistics

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

1. 2. 3. 4. 5.

Clear and inclusive public health communications Community outreach and engagement Developing comprehensive investigative tools Standardized processing Partnership building

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

In my role, I am fortunate to influence the atmosphere in which we work. As I lead, I am open about my background, experiences, and who I am. I strive to act authentically and transparently and be honest about what I bring to the table, and encourage others to do so, as well. Additionally, my team takes pride in celebrating each other’s weaknesses as equally as strengths, recognizing and appreciating each other as human individuals. This supports a climate of respect, inclusion, and collaboration.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

My initial motivation to get into public health was to submerge myself in infectious diseases, their characteristics within and impact on populations, and strategies to prevent spread. The foundation of my education is epidemiology and biostatistics, but my earliest experiences in public health were of health education and chronic disease prevention. While this was not my passion, these years taught me how to mobilize communities and interact with all types of people, but also ingrained grit and perseverance in me. Later, I moved into positions managing data projects and assessments and eventually landed a primary role in communicable diseases intervention and disease investigation. What’s special and fitting about this field is that it’s a perfect marriage of my health education skills and surveillance knowledge. When we reach out to residents affected by diseases, we are responsible for obtaining the hard data (their medical history, symptoms, and places of importance), but also sharing tailored guidance and education, referring to supportive resources, and ultimately influencing the effects of disease within a population.

WHAT’S A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU? “You cannot expect that which you don’t inspect.” —Dr. David Satcher

SAMIA HUSSEIN Here’s a leadership development resource I recommend, scan the QR to open: Dare to Lead by Brené Brown

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • • • •

Master of Public Health, University of Connecticut Bachelor of Science, Central Connecticut State University Student, Doctor of Public Health, Mercer University Student member, National Association for Doctors in Public Health Member, American Public Health Association Member, Connecticut Public Health Association Service to Humanity Award, Al-Aziz Islamic Center (2018) Muslim Coalition of Connecticut Leadership Banquet Appreciation Award (2015)

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

As a leader, I recognize that I cannot go anywhere without everyone. I am a very collaborative person. I believe that our combined strengths can be more impactful than focusing on our differences. I am very deliberate about building relationships, connecting with people, and making sure we bring back the “human” in every conversation. I always start with positive recognitions and successes in my meetings with my team. It is human nature to start with the negative—our brains are wired that way. However, when we intentionally focus on the positives and promote successful engagement with each other, it builds team morale and promotes belonging. I believe that each one of us is valued and has something to bring to the table. Ensuring that I am surrounded by diverse perspectives will help eliminate my own biases. I hope to say that I inspire others by helping others see in themselves what I see in them.

WHAT IS ONE THING YOU AIM TO ACCOMPLISH IN YOUR PUBLIC HEALTH CAREER?

Of course, eliminating racism in public health, right? Like, no brainer! But there are many public health challenges. I can’t do it alone, but I would need others to jump on that vision with me. As a result, we may need to bring down our walls, put politics and bureaucracy aside, and go back to our “why”: why are we doing this in the first place? I do not see many people like me in leadership positions in public health. In addition to eliminating racism, I would love to work on public health executive leadership and management. We need to do a better job fostering a diverse student body who are interested in public health. If I can come up with a way to develop a nationwide mentorship program that is intentionally focusing on diversity in state leadership, whether that may be through program implementation and/or policy development, I would be so happy!

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

ASTHO DELPH scholar, health equity strategist, public health professional, DEI thought leader

Making the Case for Public Health Law as a Tool for Diverse Executives by Dawn Hunter, JD, MPH, CPH

very week, my husband and I place a grocery order. Sometimes we order online and pick it up, sometimes we have it delivered, and sometimes we do the shopping ourselves. We often purchase our groceries without much thinking—if we order online, we are prompted to “buy it again” and even in person we tend to buy the same staples. Prices are higher online than in store. We live in a community where plastic bags are still an option, but we used to live in a community where plastic bags are banned. We shop at an employee-owned supermarket chain known for its workplace culture. Why am I sharing all of this? Nearly every aspect of our weekly grocery trip is shaped by the law. Laws impact food placement, packaging, expiration dates, and prices; employee wages and benefits; store location, hours, and accessibility; availability of rideshare drivers for delivery orders; and whether to choose paper or plastic. Law impacts the way we experience our everyday lives by establishing the framework in which we operate. The grocery store is just one example of how law can shape our decisions and, more importantly, our choices. It is because law shapes the resources and opportunities available to us that law is an important determinant of health.

Exploring the Landscape of Public Health Law What we think of as “law” can take many forms. It includes statutes, regulations, case law, organizational policy, and budgets and how they are interpreted and enforced. The law can be a set of requirements or prohibitions, establishing norms and expectations for our behavior as individuals, organizations, systems. The law can also be the processes and procedures associated with creating laws, making decisions, and interpreting existing laws. Public health law, specifically, is important as a field because it includes the laws that are designed to protect and promote the public’s health and that define the power of the government to act on our behalf. In fact, law is behind every public health success of the 20th century. In a 1999 issue of the Morbidity and Mortality Weekly Report, vaccinations,

motor vehicle safety, safer workplaces, healthier moms and babies, and recognition of tobacco as a health hazard were listed among those successes. These achievements would not be possible without: • • • • • • • • • • •

School vaccination laws Helmet and seatbelt laws Speed limits The Occupational Safety and Health Administration Food fortification School lunch programs The Women, Infants, and Children (WIC) program Newborn screening The Tobacco Master Settlement Agreement Clean indoor air laws Many others

At the same time, these laws have not benefited everyone equally. In fact, they have often operated as a tool of racism and other forms of structural discrimination. The lesson here is that the law can create the conditions that lead to differences in health outcomes, but it can also create the conditions for equity.

Civil Rights Movements and Transformations in Public Health Legislation

One must look only to the civil rights movement to see the potential. As just one example, today’s robust network of Community Health Centers was born from the activism of the Black Panther Party, which established free health clinics in response to continuing discrimination in the healthcare system, as well as the work of H. Jack Geiger and Count D. Gibson Jr., who established the first community health centers in 1965. In fact, key legislation enacted during the civil rights movement led to significant, even if insufficient, improvements in health outcomes for Black Americans. For example, there is evidence that women’s suffrage, the Civil Rights Act of 1964, and the Voting Rights Act all led to improvements in premature mortality and infant mortality, among other benefits. Similar success was seen with the

enactment of the Patient Protection and Affordable Care Act in 2010 and the resulting adoption of Medicaid Expansion. There is ample evidence of the impact that Medicaid Expansion has had on health outcomes and financial well-being, both at the individual and population level.

Addressing the Training Gaps in Public Health Law for Equitable, Informed Practices The fact that law shapes how we experience our lives on a day-to-day basis is perhaps the most important reason that public health professionals should understand the relationship between the law and health outcomes and how to use the law to achieve more equitable, thriving communities. However, knowledge of public health law continues to be one of the biggest training gaps in the public health workforce. The Public Health Workforce Interests and Needs Survey conducted by the de Beaumont Foundation and the Association of State and Territorial Health Officials issued a 2021 report that found that strategic and systems thinking was one of the top training needs as well as an increased interest in policy engagement and topics related to justice, equity, diversity, and inclusion. Another report in 2021 by the National Network of Public Health Institutes found a need for increased awareness among the public health workforce of the legal basis for public health authority and identified how to influence law and policy development—plus, how to understand the effects of law and policy on health among the top training needs. These findings are aligned with public health accreditation standards. Whether or not you work for an accredited health department, the Public Health Accreditation Board Standards & Measures serve as a guidepost for the practice of public health. There are two specific examples of how this is relevant:

Domain Domain 4: Strengthen, support, and mobilize communities and partnerships to improve health.

Measure Measure 4.1.3 A: Engage with community members to address public health issues and promote health.

Examples •

•

Domain 5: Create, champion, and implement policies, plans, and laws that impact health.

Measure 5.1.2 A: Examine and contribute to improving policies and laws.

• •

Making the decision-making structure inclusive and transparent to empower community members or developing mechanisms for shared ownership in the process. Enhancing residents’ capacity to understand levers of power or influence in policy change. Assessment of the impacts of the policy or law on equity. Input gathered from stakeholders or strategic partners.

Lessons Learned: Involving and Empowering Communities The inclusion of community members in assessment, decision-making, and capacity-building efforts to understand levers of power or influence reinforce key lessons learned in the past three years—spurred by COVID-19 and the racial justice movement of the summer of 2020: • The first lesson is the need to recognize and rectify historical injustices. It is important that we understand the historical legal context behind current health inequities. We must know and name the problem to solve it. • The second is the need to rectify current inequities by analyzing and assessing the ways in which our current system of laws is creating and reinforcing inequities. • The third is the need to engage impacted people in identifying, designing, and implementing solutions. One of the lessons learned from the work of Geiger and Gibson was that there is a difference between what the health system thinks people need and what communities think they need. It seems we are still trying to learn this lesson today.

Leveraging Law to Drive Equity and Trust in Public Health Law is the only way to truly change the game for inequities. It can give a voice to historically marginalized people by creating pathways to ensure inclusion and representation in the political process. It can also change systems and institutions by changing the way they operate and the way that people within those systems operate. It can also be a tool to enforce conditions that will lead to more equitable outcomes and to hold people in positions of power accountable. We often hear in the COVID-19 era about the need to rebuild trust in public health. I’d like to reframe that to think about how we make public health as a field more trustworthy. It starts by increasing our understanding of the authority of public health to promote the public’s health and to use that authority to create systems in which we all can thrive.

SUBHA CHANDAR Here’s a leadership development resource I recommend, scan the QR to open: The Coaching for Leaders podcast.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • • • • •

Master of Public Health, George Washington University Bachelor of Science, George Washington University Volunteer, George Washington University Alumni Association CDC Public Health Prevention Service Fellowship program. • Peer Recognition Award • President, Public Health Prevention Service Alumni Association Member, Public Health Prevention Service Alumni Association. Member, Safe States Alliance Anti-Racism and Health Equity Work Group

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” — Rosalynn Carter

PRETEND IT IS THE YEAR 2032, WHAT CONTRIBUTIONS WILL YOU HAVE MADE TO PUBLIC HEALTH FOR THE UPCOMING PUBLIC HEALTH LEADERS?

By 2032, I hope to have inspired collective action in bringing health inequities to the forefront of all things public health. I hope to have found ways to highlight the intersection of health equity and environmental jus30tice. This should not be something added on as another project or program to do, but genuinely and authentically included in public health work and highlighted with purpose and intent to make change. I hope to have raised the visibility of women and South Asians in public health leadership roles, where we are welcome in public health and environmental health spaces and are able to create spaces for this where there are none. I expect to have served as an example and mentored people to be future public health leaders for health equity and environmental justice who are resilient and who, in turn, extend their experience and lessons to others.

WHAT SIX-WORDS ENCAPSULATES YOUR LEADERSHIP IDENTITY? Integrity, commitment, compassion, service to others.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Maximizing assets and resources, program and grants management, planning and evaluation, facilitation mentorship

TAKISHA FULLER Here’s a leadership development resource I recommend, scan the QR to open: The 7 Habits of Highly Effective People by Stephen R. Covey

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • •

Master of Public Health, Cleveland State University Bachelor of Arts in public health, University of Mount Union Certified health education specialist; National Commission for Health Education Credentialing, Inc.

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Having empathy, setting clear goals, inspiring and convincing others, strategic thinking skills, encouraging innovation/ forward-thinking

WHAT IS YOUR VISION FOR PUBLIC HEALTH IN 2032?

My hope and vision for public health 2032 is for us, as public health leaders, to maintain a heightened level of sensitivity when it comes to health inequities, pandemics, and emergency preparedness. As emergencies end, news headlines evolve, and life moves on, we as a society can become desensitized to the public health issues that no longer have mass audiences and media attention. What we all felt during the height of the COVID-19 pandemic should continue to whisper in our ears. So much of what public health does great and not so well should continue to be built into more strategic planning over the next 10 years. This would look like federal public health dollars increasing and being allocated, appropriately, to resource local and state health departments to build the necessary infrastructure to continue providing high quality public health programs and services. This would also look like public health being equipped to deliver more strategic and effective health communication. As modes of information sharing evolve over the years, public health will need to ensure that we are current with best practices in delivering health promotional and educational content, allowing communities to make healthier and informed choices.

WHAT IS ONE THING THAT YOU DO AS A LEADER, TO INSPIRE OTHERS?

As a leader, it is important to inspire those around you and others to act. I aspire to keep everyone uncomfortable. Being uncomfortable creates an environment and opportunity for growth where we can learn from failures and expand our networks. Embracing the discomfort allows us to take risks, discover our limits, and see how capable we really are. I aspire to see those around me blossom into unimaginable, beautiful versions of themselves. New thinking creates new solutions.

TOSHA BOCK Here’s a leadership development resource I recommend, scan the QR to open: Leaders Eat Last by Simon Sinek

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • • •

Bachelor of Science in liberal studies with minors in psychology, sociology, and anthropology Oregon Health People Coordinator Member, Oregon Public Health Association

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“You have within you the strength, the patience, and the passion to reach for the stars to change the world.” — Harriet Tubman

WHAT FIVE SKILLS ARE MOST CRUCIAL TO YOUR WORK?

Effective communication, emotional intelligence, problem-solving and decision-making, adaptability and change management, team building and collaboration

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

The people. Going from a certified nursing assistant right out of high school to a policy analyst for the state of Oregon now, I have always loved helping people. In my current role, I have the chance to coordinate and support strategic initiatives and priorities for policy change specific to social determinants of health and health equity. I have the privilege of interacting with a wide range of community members receiving services and individuals within different agencies and sectors, schools, hospitals, local public health authorities, and community-based organizations. I get to build relationships with these individuals and their communities in order to connect our work together and bridge policy efforts, with the goal of reallocating power and resources to eliminate health inequities. My personal “why” for doing this work involves supporting the public, reducing disparities, and achieving health equity for my home state of Oregon. I experienced health inequities growing up in the Eastern region of the state, but I have also experienced them as an adult in the Western region. I bring my story into the work, but I also can speak with other Oregonians, listen to their needs, and uplift their voices so we can cocreate solutions that are culturally responsive and community driven. I find great satisfaction in knowing that my work within public health improves the health and well-being of communities and populations and that I have the opportunity to make a positive impact on a large scale.

WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY? Guiding through challenges, achieving shared goals.

YOANNA ANTOINE Here’s a leadership development resource I recommend, scan the QR to open: Brené Brown’s Dare to Lead podcast.

EDUCATION, ACHIEVEMENTS, AND ORGANIZATIONS: • •

Board member, Massachusetts Association of Community Health Workers Certified health education specialist, National Commission for Health Education Credentialing

WHAT’S YOUR VISION FOR PUBLIC HEALTH IN 2032? • • •

More and consistent investment in public health for a healthier and more resilient society. More funding for disease prevention and health promotion so we can alleviate the burden on our healthcare system and advance health equity. More focus on mental health so we can reduce stigma across communities and races.

Lastly, I hope that by 2032 we will have made more development in advancing equity, which will foster a society with strong economic growth and climate resiliency. WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO? Public health fits so well with my personality. We must know a lot about everything, from disease prevention and environmental health to regulatory affairs. I love how my public health career started through a position as an outreach/community health worker and that I went on to develop and implement programs to address inequities in my community and potentially worldwide.

WHAT IS A LEADERSHIP QUOTE THAT REALLY RESONATES WITH YOU?

“Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed, it is the only thing that ever has.” — Margaret Mead

WHAT IS A SIX-WORD SENTENCE THAT ENCAPSULATES YOUR LEADERSHIP IDENTITY? Committed to go the extra mile.

WHAT DO YOU LOVE MOST ABOUT THE PUBLIC HEALTH WORK YOU DO?

Public health fits so well with my personality. To me, public health professionals are considered jacks of all trades. We must know a lot about everything, from disease prevention and environmental health to regulatory affairs. I love how my public health career started through a position as an outreach/community health worker and that I went on to develop and implement programs to address inequities in my community and potentially worldwide.

ABOUT ASTHO

he 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

OUR VISION

State and territorial health agencies advancing health equity and optimal health for all.

To support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being.

WHAT WE VALUE: Leadership: We empower individual and collective initiative, innovation, and ingenuity within our organization, and among members and stakeholders, to advance health equity and organizational excellence.

Respect: We demonstrate appreciation for the abilities, expertise and diverse perspectives of our colleagues, partners, and members. Integrity: We expect one another to be honest, trustworthy, kind, and reliable and we keep our commitments to our colleagues and to our members and partners. Diversity and Inclusion: Through our policies as an organization and behaviors as individuals, we strive to foster a sense of belonging among every individual and practice respect for and understanding of all cultures, identities, perspectives, beliefs, and abilities. Collaboration: We promote equal partnership, inclusion, and information-sharing among staff, members, funders, and external stakeholders to achieve strategic priorities and goals. Responsiveness: Our practices are forward-thinking, thoughtful, timely and relevant, anticipating the needs of staff, members, and other stakeholders to provide necessary insights and support.

ABOUT MSM-SHLI

he 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.

DELPH TEAM The DELPH team is so pleased to have brought this third cohort to fruition. We are so proud of cohort #3 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:

Allyson Belton

Michael Fraser

Chief Executive Officer, Association of State and Territorial Health Officials

Jillian Bridges

Director, Education & Training, Satcher Health Leadership Institute

Program Coordinator, Satcher Health Leadership Institute

Christy Jones

Latoya Sahadeo

Senior Director, Leadership Development, ASTHO

Director, DELPH, ASTHO

Amber Williams

Senior Vice President, Leadership and Organizational Performance, ASTHO

Avia Mason

Vice President, Leadership and Learning, ASTHO

Adrianna Evans

Director, Preparedness, ASTHO

Kimberlee Wyche Etheridge

Senior Vice President, Health Equity and Diversity Initiatives, ASTHO

Mekeila Cook

Senior Director, Health Equity and Diversity Initiatives, ASTHO

Kyle Gasaway

Manager, Communications, Leadership and Learning Unit, ASTHO

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

Alexis Hooper

Coordinator, Leadership and Development, 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

DELPH Magazine: Volume 3, 2024

Articles inside

Making the Case for Public Health Law as a Tool for Diverse Executives

Public Health Infrastructure Grant

Embracing Diversity in Public Health

Words Matter: A Journey Through Words in Public Health Leadership

DEI at Work

Equity, Diversity, and Inclusion in Public Health

DELPH Alumni Reflections

DELPH Program: Shaping the Future of Diverse Leadership in Public Health