Sharing Public Health Functions and Capabilities: Leadership Strategies

The goal of this session, presented at the 142nd Annual Meeting of the American Public Health Association, is to share strategies developed from the practice-based experiences of 16 teams developing cross-jurisdictional sharing across the country that can be applied in other jurisdictions that are exploring or pursuing CJS.

Available online (pdf): https://apha.confex.com/apha/142am/webprogram/Paper297979.html

It is included in the CJS Resource Library under the categories listed below. Select a link to find other resources in that category.

  • Change Management: Attention to communications, staff perceptions and concerns, and the impact of potential changes on staff are the hallmarks of change management – an important element of planning and implementing CJS. Change management is distinctly different from project management and its focus on managing tasks within a specified timeline and budget.
  • Governance: Establishing shared leadership draws on attributes and skills that often run counter to what is taught regarding traditional leadership. For example, when collaborating on CJS efforts, local health officials (LHOs) are well-served by being open-minded, able to accommodate others’ priorities, and patient; in contrast, it is often necessary to be focused, determined and decisive when managing operations – and particularly when managing a public health crisis.

This resource is also linked to the Roadmap. Select a link below to read more about each area.

  • Governance / Phase Two: Establishing shared leadership draws on attributes and skills that often run counter to what is taught regarding traditional leadership. For example, when collaborating on CJS efforts, local health officials (LHOs) are well-served by being open-minded, able to accommodate others’ priorities, and patient; in contrast, it is often necessary to be focused, determined and decisive when managing operations – and particularly when managing a public health crisis.
  • Change Management / Phase Two: Attention to communications, staff perceptions and concerns, and the impact of potentiel changes on staff are the hallmarks of change management – an important element of planning and implementing CJS. Change management is distinctly different from project management and its focus on managing tasks within a specified timeline and budget.
  • Communications and Change Management / Phase Three: Understanding policymakers’ goals and working within that context can position LHOs to be even more effective in discussions with elected officials — a new approach for those who have traditionally focused on educating policymakers about public health and its importance. Serving their constituents, attaining efficiencies and enhancing effectiveness are all fairly common public policy goals that have direct bearing on CJS efforts.