ASTHO placed 14 disability and preparedness specialists in health agencies to support inclusivity of people living with disabilities during the COVID-19 pandemic and beyond. In this brief, three of these specialists share their experiences with ensuring COVID-19 vaccination sites are accessible to people living with disabilities. They share their perspectives and recommendations for expanding vaccine site accessibility.
This brief draws on health officials’ experiences in territories and Freely Associated States to illustrate opportunities to lead improvement efforts by building relationships, committing to data use, establishing regular communication, and investing in workforce development.
State and Territorial Environmental Health Directors (SEHD) The State and Territorial Environmental Health Directors (SEHD) peer group is an organized peer network within ASTHO whose membership includes environmental health leadership from U.S. state, territorial, and freely associated state health agencies. These leaders direct and oversee programs including but not limited to food and water safety, built environment, vector-borne disease, tattoo and body art, toxicology, and environmental epidemiology. Originally convened in 2005, the SEHD peer group strives to advance the practice of environmental public health with the following goals: Develop a national identity and unified voice for state environmental public health practice. Enhance relationships and communication among states and partners. Provide a forum for discussing key and emerging environmental health issues. ASTHO regularly engages the SEHD peer group through monthly calls, regional calls, and the SEHD Annual Meeting. The calls provide opportunities for SEHDs to discuss best practices, new initiatives in their jurisdictions, and major topics of interest. Each year, the SEHD Annual Meeting convenes the peer group to enhance capacity and build partnerships for environmental health programs in the jurisdictions. The meeting aims to increase knowledge of current and emerging environmental health topics through presentations and roundtable discussions, as well as strengthen peer-to-peer relationships through networking and resource sharing opportunities. To learn more about the SEHD peer group, please email the Environmental Health team at environmentalhealth@astho.org. article
Leadership Power Hour: Your Launchpad for Impact Leadership Power Hour: Your Launchpad for Impact Power up your public health leadership skills through this series of engaging trainings. The Essentials of Leadership and Management (ELM) Leadership Power Hour: Your Launchpad for Impact equips public health leaders with the strategic insights and tools needed to lead with confidence and drive meaningful change. Over the course of five sessions, these insightful one-hour programs explore key leadership competencies essential for driving organizational success. The Leadership Power Hour prepares supervisors and managers to become more effective in their roles within governmental public health agencies. The power hours are designed to improve professional skills as a leader, which includes learning how to: Improve decision-making and credibility. Lead through conflict and handle strategic conversations. Take a high-performing approach to giving and receiving feedback. Lead with trust in complex environments. Identify roadblocks that impede growth. This program includes live, facilitated online training, opportunities to collaborate with peers, and access to in-depth self-paced learning. The Leadership Power Hour: Your Launchpad is a part of the ELM suite, which provides training that develops and sharpens skills among new and emerging public health leaders, resulting in a better and more sustainable work environment. Session Details Lead with a Clear Lens: Decision-Making that Fosters Trust Date & Time: March 12, 2026, 2-3 p.m. ET Speaker: Alice J. Schenall, DrPH, MPH, Senior Advisor, Cross Sector Leadership and Change Management, ASTHO Description: Leaders that deal with competing demands in uncertain times build trust through intentional decision-making. In session one, attendees explore frameworks for decision-making and strategies for engaging with teams, communicating with clarity, and prioritizing competing demands. Participants will learn key techniques to articulate decisions in ways that build trust and drive action. Participants will: Explore prioritization frameworks to inform evidence-based decision-making. Examine decision-making under uncertainty. Describe methods of communicating with trust and clarity. Registration for Session 1 is now closed. Padding Block - Medium(10) Leading Through Conflict with Strategic Conversations Date & Time: March 26, 2026, 2-3 p.m. ET Speaker: Dawn Morriston, MPH, Director of Faculty Advancement, Office of Faculty Affairs and Leadership Development, UNC School of Medicine Description: Leaders committed to building strong teams must be able to navigate conflict effectively in professional and personal interactions and manage difficult or strategic conversations with confidence. Session two, Leading Through Conflict with Strategic Conversations, introduces practical strategies essential to strengthening team performance and enhancing professional credibility. This includes how to maintain productive forward momentum when leading critical discussions or delivering challenging information in the workplace. Participants will: Explore conflict management approaches. List and describe types of conversations that lead to negotiation. Learn skills to navigate conflict and structure productive conversations. Registration for Session 2 is now closed. Padding Block - Medium(11) High-Impact Strategies for Giving and Receiving Feedback Date & Time: April 2, 2026, 2-3 p.m. ET Speaker: Laura E. Knights, LCSW, Founder and CEO, Knights Consulting Description: In fast-moving public health environments, the ability to give and receive feedback effectively is essential for building high-performing, mission-driven teams. Session three of this series, High-Impact Strategies for Giving and Receiving Feedback, introduces leaders to a strategic approach to feedback that strengthens trust, accelerates learning, and supports psychological safety. Participants will explore communication habits, a framework for delivering clear and actionable feedback, and practical tools leaders can immediately use. Participants will: Feedback behaviors that contribute to accountability, learning, and psychological safety. How mindset impacts feedback exchanges. Frameworks for giving and receiving feedback that support healthy and collaborative team dynamics. Registration for Session 3 is now closed. Padding Block - Medium(12) Trust Under Pressure: Leading Teams with Confidence Date & Time: April 9, 2026, 2-3 p.m. ET Speaker: Tim Rosselet, Manager, Digital Learning Design, ASTHO Description: Intentional leaders create conditions for teams to flourish. This includes behaviors that cultivate trust under pressure such as transparent communication, empathy, and emotional regulation. Session four of this series, Trust Under Pressure: Leading Teams with Confidence, explores how steady leadership under pressure contributes to trust. Participants will learn actionable methods to identify trust gaps and lead teams with confidence in complex and demanding environments. Participants will: Define trust and its role in leadership effectiveness. Build and sustain trust under pressure. Recognize early signs of stress in self and in a team. Create a leadership action plan. Registration for Session 4 is now closed. Padding Block - Medium(13) The Adaptive Leader: Mastering Clarity, Resilience, and High-Impact Teams Date & Time: April 23, 2026, 2-3 p.m. ET Speaker: Christy "Coach Chris" Jones, Co-Founder, Monday Solutions Group Description: Adaptive leadership requires balancing complex decision-making, competing priorities, and leading diverse teams. The fifth and final session, The Adaptive Leader: Mastering Clarity, Resilience, and High-Impact Teams, focuses on the critical skills that foster trust, promote accountability, and enable collaborative team dynamics under pressure. Leave with renewed clarity, actionable tools, and the confidence to inspire trust and drive meaningful outcomes, even in times of uncertainty. Participants will: Lead Decisively: Confidently focus on what matters most while sustaining trust and managing stress. Build Connection: Communicate authentically and cultivate strong, collaborative team relationships. Create Your Roadmap: Develop a personalized leadership plan that translates insights into practical, high-impact action. Registration for Session 5 is now closed. article
Badge Requirements for Leadership Power Hour Digital badges are a modern and simple way to showcase your skills and accomplishments online. They serve as verified credentials that highlight the knowledge or skills the recipient achieved while being easy to share on platforms like LinkedIn, resumes, and social media. Participants in the Leadership Power Hour have the opportunity to earn a digital badge upon completion of the program. This digital badge will showcase their achievement of knowledge and skill gained on the following topics: Decision-Making, Conflict Resolution, Giving and Receiving Feedback, Trust Under Pressure, and Adaptive Leadership. To earn the Leadership Power Hour Digital Badge, complete the requirements listed here: Attend all five live sessions. Session 1: Lead with a Clear Lens: Decision-Making That Fosters Trust Thursday, March 12, 2026 Session 2: Leading Through Conflict with Strategic Conversations Thursday, March 26, 2026 Session 3: Trust Under Pressure: Leading Teams with Confidence Thursday, April 2, 2026 Session 4: High-Impact Strategies for Giving and Receiving Feedback Thursday, April 9, 2026 Session 5: The Adaptive Leader: Mastering Clarity, Resilience, and High-Impact Teams Thursday, April 23, 2026 Complete all evaluation surveys provided at the end of the session. Complete all accompanying Essentials of Leadership and Management modules in the ASTHO Learning Management System: ELM 2: Decision-Making and Problem-Solving ELM 2: Conflict Resolution ELM 2: Crucial Conversations ELM 1: Leadership Behavior and Emotional Intelligence ELM 1: Management and Leadership Styles article
Learn more about DELPH Cohort 2 participants.
Learn more about DELPH Cohort 1 participants.
Boundary Spanning Leadership Workshops Boundary Spanning Leadership article False
Leadership Accelerator Leadership Accelerator: Fast-Track Your Skills with Essentials of Leadership and Management website False
The Eliminating Structural Racism to Achieve Health Equity Policy Academy fosters the development of governmental workforce policy development skills and boundary spanning leadership to advance policy, systems, and workforce changes to achieve health equity.
DELPH Magazine ASTHO, Association of State and Territorial Health Officials, DELPH, Diverse Executives Leading in Public Health, CDC, Morehouse School of Medicine, Satcher Health Leadership Institute, diverse leaders, leadership development, public health, public health systems, strengthen networks, experienced professionals, governmental public health, underrepresented groups, people of color, disability status, women leaders, LGBTQ+ individuals, networking opportunities, access to opportunities, strategic leadership development, peer support, equity diversity inclusion, DEI at work, public health infrastructure, infrastructure grant, health equity, inclusive workforce, public health law The DELPH magazine is intended to highlight the individual DELPH scholars of our cohort. With every issue, we share and elevate the leadership profiles of each cohort member to introduce them as emerging leaders within the public health field. In addition, we ask public health leaders and influencers to share their insights on public health trends and projects they're working on, and perspectives on what health equity means to their work. website
Learn more about DELPH Cohort 6 participants.
Leading Change Workshops Leading change in public health organizations is no longer just a leadership skill — it’s an essential capability. Public health operates in a fast-changing environment where new challenges emerge, community needs shift, and evidence-based practices continue to evolve. Leaders must be able to navigate uncertainty, inspire teams, and guide organizations through change to remain resilient, responsive, and ready for what’s next. If you’re ready to build these skills and lead with confidence in both clinical and non-clinical public health roles, ASTHO’s Leading Change Workshops are designed for you. Through practical strategies, real-world examples, and actionable tools, you’ll gain insights you can apply immediately to drive meaningful change in your organization. article
This collection highlights pieces from the Office of the Chief Medical Officer that best exemplify Marcus Plescia's contributions and expertise in his role as a leader at ASTHO and in public health.
Learn effective strategies for addressing workforce challenges in the islands, including geographic isolation and underdeveloped academic pathways.
This report explores how the seven strategies for HiAP directly relate to the actions involved in developing State Health Improvement Plans, as both are collaborative by nature and seek to improve health and equity.
ASTHO, with support from CDC, launched the first cohort of the Linking Pregnancy Risk Assessment Monitoring System and Clinical Outcomes Data Multi-Jurisdiction Learning Community in October 2021. This brief examines themes that emerged from conversations in the learning community about the challenges encountered during data linking activities and discussed lessons they learned.
In collaboration with CDC, ASTHO launched its EPHT Fellowship Program to support state and territorial health agencies without dedicated federal funding in building tracking capacity. This brief shares solutions from Delaware and Kansas that other states and territories can explore in their jurisdictions.
A guide to setting up and facilitating Health Equity Circles in the workplace.
Infusing Diversity, Equity, and Inclusion Into State Public Health Agencies: Perspectives from Connecticut, New York, and Tennessee Association of State and Territorial Health Officials, diversity equity inclusion, public health, public health agencies, connecticut and new York, tennessee and new York, public health workforce, equitable access to care, health equity, access to care, share resources, diverse executives, delph scholars, leadership development, implement dei, health agencies, office of multicultural health equity, advisory council, racial equity, human rights, health and mental hygiene, board of health, anti racism, department of health, addressing dei, health disparities, political landscape Samia Hussein, Erika Kirtz, Jannae Parrott ASTHO | DELPH Scholars share insights on creating an inclusive and equitable workplace in public health agencies from Connecticut, New York, and Tennessee perspectives. A diverse public health workforce is essential for organizations to offer equitable access to care and address the many social and political factors affecting health. Public health agencies are most robust when they mirror the diversity of the communities they serve, as this enables them to access and share resources with the community and other stakeholders more easily through established connections. Therefore, infusing Diversity, Equity, and inclusion (DEI) into multiple levels of state and local public health agencies is vital. In a LinkedIn Study, 76% of employees indicated that diversity is essential when considering a job, and 80% of survey respondents indicated they want to work for a company that values diversity. With the recent resignation wave hitting many state and local public health agencies, the need for authentic attraction of new employees who share our DEI values is more urgent than ever. It is time for public health practitioners to transform the systems to be more inclusive and structured to provide the necessary resources and interventions to all individuals, especially the most vulnerable. As Diverse Executives Leading in Public Health (DELPH) Scholars, we value this DEI conversation centered around equity within the workplace. Our leadership development program has allowed us to connect with others working on this same effort nationwide. Together, we have learned valuable lessons as we implement DEI at our health agencies and are eager to share them with you. This collective effort and shared purpose drive us in our DEI journey. State Perspectives on Addressing DEI Connecticut: Samia Hussein The Office of Multicultural Health Equity (OMHE) was established in 1996 as an appointed office by the then Commissioner to create health equity programs and initiatives that address our staff and client needs, including establishing our Statewide Multicultural Advisory Council (MCAC). Recently, in Connecticut, the Commission on Human Rights and Opportunities and the Commission on Racial Equity in Public Health co-hosted a statewide symposium titled “Cementing Equity in State Government” that launched the results of two fundamental equity studies across the state. The studies are a result of legislation passed declaring racism a public health crisis. The first step in our DEI journey was to ensure a foundation of definitions, terms, and a safe space for dialogue around shared experiences, which can lead to culture change. This was accomplished through buy-in from leadership by consulting with a full-service DEI agency, Kaleidoscope Group, based in Chicago. The Commissioner, Executive Leadership Team, and Union Leadership collaborated in offering this mandatory full-day DEI training to our entire agency (~3400 staff). OMHE and MCAC create a shared three-year strategic plan that is a vehicle for making a substantial DEI impact (e.g., reviewing health inequities) and provides recommendations for the Commissioner through programs/initiatives and policy changes. It is imperative to collaborate with multiple internal and external stakeholders to have a pulse on DEI issues. This existing infrastructure allowed OMHE to oversee this training mandate and continue advancing DEI programs statewide. Our preliminary data for DEI training has shown that nearly 80% of staff reported the training as a worthwhile investment, and 82.1% strongly agree that they will apply the knowledge and skills learned from the training at their workplace. We continue to look at client data points for behavioral health inequities and address DEI concerns collaboratively. New York: Jannae Parrott The New York City Department of Health and Mental Hygiene (DOHMH) has embraced a proactive and inclusive strategy to tackle DEI by prioritizing integrating health equity and anti-racism throughout the agency. This work is primarily supported and driven by the New York City Board of Health resolution declaring racism a public health crisis. At DOHMH, the first step was to launch an agency-wide initiative to empower staff with the knowledge and tools to effectively address racial health disparities and enhance health outcomes for all New Yorkers. This initiative involves educating and training staff on how racism and other oppressive systems can impact healthcare, analyzing how racism may have influenced our past work, establishing new policies to mitigate such influences, and collaborating with local communities to explore additional strategies for combating systemic injustice. DOHMH will soon launch a new data equity skills training course to engage staff at all levels in applying practical data equity skills. Its objectives include fostering awareness of the importance of data equity, providing tools and training for people who work with data to enhance equity in data practices, and offering resources for staff involved in data-informed decision-making. Additionally, DOHMH has initiated comprehensive internal reforms aimed at dismantling silos and modernizing our data systems. This transformative process enables the agency to advance the linkage of public health, healthcare, and social service data, ultimately enhancing our understanding and efforts to improve population health. Tennessee: Erika Kirtz The Tennessee Department of Health (TDH) has been strategic in its approach to addressing DEI in the state. We have shifted our language to focus on eliminating disparities, which is the central focus of our equity work. A key priority is overcoming limitations in our data and surveillance systems to detect disparities in vulnerable populations better. Offices within TDH are linking multiple datasets to gather demographics and risk factors to understand how to serve the populations best. For example, the Healthcare-Associated Infections and Antimicrobial Resistance (HAI/AR) program in TDH has implemented processes to link surveillance datasets to secondary data sources (inpatient and outpatient hospital discharge data, etc.) to gather information on demographics that aid in the understanding of risk factors associated with the acquisition of certain multi-drug resistant organisms. The findings from this data linkage allow the team to pinpoint risk factors that can be overcome with targeted interventions. We have also begun breaking down silos to collaborate across offices and divisions on the various equity-related initiatives. The overall goal is to transform the current systems to operate through an equity lens, which will be standard practice throughout TDH. There is also a push to continue diversifying the workforce by actively recruiting interns and staff from local Historically Black Colleges and Universities (HBCUs) and other institutions with minority populations. The TDH’s central office is in Nashville, TN, near two prominent HBCUs: Tennessee State University and Meharry Medical College. TDH staff have attended job fairs and specifically sent notifications to faculty at these institutions to help recruit for internships, fellowships, and employment. TDH’s approach is to remove the negative stigma around the term equity, which allows our department to continue serving the people of Tennessee. Call to Action The work of DEI can be challenging, and there is no specific blueprint for addressing it. However, we want to share key takeaways and lessons from this process. It is imperative to have leadership buy-in and support early in the process. The work will not be prioritized if it does not start with the Commissioner and the Executive Leadership Team. Also, this process is not one-size-fits-all and requires a clear vision. The first step is establishing a clear baseline of health equity measures to assess progress continuously. Guidance from the Robert Wood Johnson Foundation can assist in measuring equity in your state. Review what other agencies are doing to adopt best practices that can be applied to your agency. Please note that this process is not for one person and requires a diverse and dedicated team to champion this work. This process requires financial investment through consulting, training, or hiring core staff. There will be many people who are resistant to change or critical of this work. Remember the why and the importance of these practices. Use data to support decisions and stick to the strategies or action plans that lead to success. Also, identify key partners committed to this work and use each other to overcome challenges. Understanding the political landscape and concerns these initiatives might evoke is vital. These concerns can be overcome by being proactive in communicating the benefits and importance of this work, building relationships and awareness of social inequities, and inviting all employees to play a role in advocating for the advancement of DEI. When considering diversity and inclusion, we must think beyond gender, race, and ethnicity. Consider understanding the makeup of the diverse communities served. Expand upon client and staff demographic data. Even if the Federal and State