Conference Abstract Compendium Examples from the ... - CityMatCH

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2009 CityMatCH Urban MCH Leadership ConferenceReinventing MCH: Taking a leadership role in your local health departmentPRIMARY CONTACT:Cheri Pies, MSW, DrPHDirectorContra Costa Health Services - Family, Maternal and Child Health Programs597 Center Avenue, Suite 365Martinez, CA, 94553Phone: (925) 313-6254Fax: (925) 313-6708Email: cpies@hsd.cccounty.usWebsite: http://www.cchealth.org/groups/fmchCATEGORYOther: Innovation in LeadershipFOCUSProgram Policy FocusISSUEReinventing Maternal and Child Health is a task that each of us needs to be actively involved in at thelocal level. This requires the ability and confidence to inspire and create innovation in practice. As werefine and define the ways in which we want to refocus the directions of our work in MCH, we need tohear from one another about what has worked, what has not, and how do leaders “stay the course” when itlooks like the course will be bumpy and treacherous.SETTINGThe Family Maternal and Child Health Programs are part of Contra Costa Health Services. Contra Costais a large urban/rural mix county in Northern California, just northeast of San Francisco. Our county hasabout 13,000 births a year with a population of approximately one million. It is a diverse county with amix of people from different ethnic, social and economic backgrounds.PROJECT MODELThe focus of this presentation is the implementation of a 15-year initiative designed to reframe our workin MCH and make a paradigm shift in our approach to improving birth outcomes and reducing disparitiesin health among our population of families, women, youth and children. The aim of this project was torefocus the directions of our MCH related programs in light of growing social and economic disparities inorder to develop an MCH agenda that reflected and embraced an understanding of social justice andhealth equity, with the Life Course Perspective as the guiding framework.62
2009 CityMatCH Urban MCH Leadership ConferenceACCOMPLISHMENTS/RESULTSIn 2005, we launched the Life-Course Initiative. To date, we have conducted multiple staff trainings,secured buy-in from key leadership, engaged our community partners, and developed and implemented afinancial security project designed to integrate the key concepts of the Life-Course Perspective into ourday-to-day practice. Getting to this point has taken considerable work, planning and focus. It has alsorequired the use of leadership techniques, theories, and skills aimed at creating a community that wasopen to and willing to change.BARRIERSMaking change at a local health department takes time. People have been operating under a particular wayof thinking for several decades, and suggesting that they change or consider new directions can becomplicated and challenging. The primary barriers had to do with staff worrying that making thisparadigm shift would require more time for them to do their work and that “we are just a healthdepartment, so how can we really make a difference with this new perspective?” Open and candiddiscussions focusing on staff and community partners’ concerns were enormously helpful in shaping theInitiative and the collaborations that have resulted.LESSONS LEARNEDParticipants talk candidly about their struggles in introducing innovation and the lessons they havelearned from doing so, their “survival tips.” Introducing innovation and change requires a range ofleadership skills, the ability to be flexible while maintaining your vision, and the capacity to trust that thedirection you are seeking to move in will benefit your staff, your programs, and the community offamilies, women, children and youth you serve.63
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Conference Abstract Compendium Examples from the ... - CityMatCH

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