Developing Executives Leading in Public Health (DELPH) is a leadership development program that increases and strengthens participants’ visibility and exposure in public health systems, access to key networks, and leadership development opportunities.
Learn more about DELPH Cohort 3 participants.
Learn more about DELPH Cohort 5 participants.
Learn more about DELPH Cohort 4 participants.
Six DELPH scholars give their insights to learn more about how the data modernization initiative and DEI intersect with public health.
Reprioritizing Black Maternal Health How We Can Prioritize Black Maternal Health Lawrence Young Black women face significant rates of maternal morbidity and mortality — learn how public health can better support them in this blog post. I do not have to look far to understand the urgency of the Black maternal health crisis. I have watched friends, colleagues, and loved ones from every walk of life struggle through pregnancies that should have been safe and celebrated. Some are highly educated professionals. Others are young mothers still finding their way. Many had access to quality insurance and still faced complications, long hospital stays, and minimal follow-up care. Many have shared unfortunate experiences that run the gamut from feeling unheard or perhaps unnecessarily undergoing a procedure — the care in health care was not there for them. These are not isolated incidents. They are part of a larger, structural failure that demands our attention and our action. As public health professionals, we must ask ourselves: How can we better care for and about Black mothers? And what would it look like to center them in the systems that were created to protect women in one of the most vulnerable times of their lives? Understanding the Root of the Crisis Black women in the United States are three to four times more likely to die from pregnancy-related causes than their White counterparts. In many states, including Connecticut, this difference persists even when controlling for education and income. These outcomes are not the result of individual choices or biological differences — they are the result of systems designed with historical blind spots. Education and income, often seen as protective factors, do not shield Black women from these outcomes. Research shows that pregnancy-related mortality rates are higher among Black women with a college degree than among White women with the same level of education or with less than a high school diploma. The same is true for women with respect to the risk of dying within the first year postpartum. These disparities grow with age and extend beyond mortality to include severe maternal morbidity, such as preeclampsia — a pregnancy complication related to high blood pressure — which can have lasting health impacts if untreated including death. Additionally, American Indian, Alaska Native, Black, Native Hawaiian, Pacific Islander, Asian, and Hispanic women all experience higher rates of ICU admission during delivery compared to White women. ICU admission is considered a key marker for maternal complications and system-level failure. Public Health as Partner in Progress Public health has a responsibility to do more than document issues and concerns. We must be in the business of addressing them. In Connecticut, we are working across agencies and community organizations to move from acknowledgment to action. One of the most important leaders in this work is #Day43, an initiative launched by Waterbury Bridge to Success Community Partnership. The name refers to the period between 43 days and one year postpartum, during which approximately 20% of pregnancy-related deaths occur. #Day43 exists to raise awareness of Black maternal health and transform systems to support mothers. Their work spans research, advocacy, policy, technical assistance, and storytelling grounded in lived experience. Waterbury’s maternal health data reflects this crisis. According to the #Day43 Black Maternal Health Report, 18.6% of pregnant women in Waterbury received late or no prenatal care. Those in the city face higher rates of C-sections, limited access to postpartum care, and insufficient support for mental health and breastfeeding. The community described a significant lack of maternity care resources, particularly in the North End, where many Black and Hispanic families reside. Through initiatives like this, residents are not just seen as stakeholders. They are recognized as storytellers, system builders, and agents of change. Their leadership is shaping how we define, measure, and deliver maternal care in Connecticut. This vision aligns with broader maternal health equity efforts across the state. For example, The Connecticut Health Foundation is developing a Maternal Health Equity Blueprint in partnership with community leaders, researchers, and families. Waterbury voices are essential contributors to this process. Listening as a Path of Healing The experiences of Black mothers reflect a broader truth. Too often, our systems are not built to hear them. That lack of trust is both historical and current. It shows up in rushed appointments, dismissed symptoms, and inaccessible services. Community-based providers, such as doulas and midwives of color, are critical to bridging this gap. They do more than provide care — they restore dignity. Yet these providers are often underfunded and undervalued in mainstream health care systems. Public health must champion integrating these providers into existing systems and promoting long-term sustainability. To maximize maternal health outcomes, the next phase of this work must intentionally include structured cross-sector collaboration. It must focus on building systems that educate both providers and families on urgent maternal warning signs, provide consistent discharge education, and strengthen local surveillance and outreach infrastructure. These strategies are essential, scalable, and lifesaving. We cannot improve outcomes without acknowledging the deep cultural, emotional, and psychological work required to rebuild trust. We cannot heal what we do not hear. Re-Examining the “Public” in Public Health Re-examining the public in public health means placing the needs of our most vulnerable communities at the center. It means investing in care that is integrative and supportive with community co-designed solutions. It also means wholistically addressing other intersecting systems that influence maternal outcomes. We can start by: Expanding funding for community-based perinatal health workers, including doulas and midwives. Embedding relevant metrics into maternal health program design and evaluation. Creating statewide listening sessions and family advisory councils to ensure policies reflect lived realities. Partnering across sectors to improve access to safe housing, transportation, and mental health supports for new mothers. Supporting local initiatives like #Day43 that lead from within communities and reflect community-defined solutions. Educating families on health information and individual health rights through accessible, trusted channels. To truly care for and about Black mothers, we must act beyond awareness months and social media campaigns. We must improve current processes and design opportunities that will support them and keep them alive. Public health was created to serve the public. The most powerful way to honor that mission is to focus on the public, ensuring they are a priority and not an afterthought. article yes
Get insight into the successes and challenges of integrating race/ethnicity data in public health and future directions in this field.
Building More Equitable Communities Through Public Health Law Dawn Hunter Every week, my husband and I place a grocery order. We shop at an employee-owned supermarket chain known for its workplace culture. Sometimes we order online and pick it up, sometimes we have it delivered, and sometimes we do the shopping ourselves. In any case, 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. In addition, 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. 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. 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. Because it shapes the resources and opportunities available to us, 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, and 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. A 1999 issue of the Morbidity and Mortality Weekly Report listed vaccinations, motor vehicle safety, safer workplaces, healthier moms and babies, and recognition of tobacco as a health hazard among those successes. These achievements would not be possible without the law, including: 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. 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. The Civil Rights Movement and Advances in Health Equity 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 health care system, as well as the work of H. Jack Geiger and Count D. Gibson Jr., who established the first community health centers in 1965. The success of these efforts led to funding for additional community health centers through President Lyndon B. Johnson’s Office of Economic Opportunity as part of his War on Poverty. 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. The enactment of the Patient Protection and Affordable Care Act in 2010 and the resulting adoption of Medicaid expansion saw similar success. There is ample evidence of the Medicaid expansion impact on health outcomes and financial well-being, both at the individual and population level. Addressing the Training Gaps in Public Health Law for More Equitable Public Health Practice 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 2021 Public Health Workforce Interests and Needs Survey, conducted by the de Beaumont Foundation and ASTHO, 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 (visit the 2021 Dashboard). Another report in 2021, “Challenges and Opportunities for Strengthening the US Public Health Infrastructure: Findings From the Scan of the Literature” 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 both how to influence law and policy development and how to understand the effects of law and policy on health among the top training needs. These findings align with public health accreditation standards. Whether or not you work for an accredited health department, the Public Health Accreditation Board Standards and Measures serve as a guidepost for the practice of public health. There are two specific domains where this is relevant: domains 4 and 5, as detailed in Table 1. Padding Block - Medium(10) Table 1. Public Health Accreditation Board Guidance for Equity Domain Measure Examples Domain 4: Strengthen, support, and mobilize communities and partnerships to improve health. Measure 4.1.3 A: Engage with community members to address public health issues and promote health. 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. 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. Assessment of the impacts of the policy or law on equity. Input gathered from stakeholders or strategic partners. Padding Block - Large(2) 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 Make Public Health More Trustworthy 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. Additionally, it can serve as a tool to enforce conditions that will lead to more equitable outcomes and to hold people in positions of power accountable. We have often heard in the past few years 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. article yes
Exploring the Effect of Public Health Crises on Health Equity Leadership ASTHO, association of state and territorial health officials, public health, social determinants of health, centers for disease control, public health crisis, health disparities, health crises, health leaders, health departments, public health professionals, health leadership, achieve health equity, advancing health equity, health equity, public health crises, public health leadership, covid 19, covid-19 pandemic, public health leaders, health equity leader ASTHO Staff ASTHO | DELPH scholars reflect on the impact of the COVID-19 pandemic on public health leadership. Health equity is at the center of the Diverse Executives Leading in Public Health (DELPH) program. ASTHO, in partnership with the Morehouse School of Medicine’s Satcher Health Leadership Institute, challenges DELPH scholars to reflect on what it takes to bring this equity work to their own health departments. Given the unique circumstances presented over the past few years by the COVID-19 pandemic, ASTHO reached out to a few of our DELPH scholars to discuss what type of leader this moment in public health requires and their experience in health equity leadership during the pandemic. In this blog post, DELPH scholars Ryan Natividad, Sounivone Phanthavong, Krystle White, and Felicia Veasey contemplate whether the times produce the leader or the leader produces the times. This conversation continues a discussion held with the same scholars in a post about elevating community voices through health equity leadership. KRYSTLE WHITE: I recently found a quote from Joaquin de Castro, co-founder of MindReform, that stated, “Great leadership arises through the proper action at the proper time,” and I couldn’t agree more. When it comes to being a public health leader and, more importantly, a health equity leader, what is impacting our community the most shapes our efforts. In a picture-perfect world, certain health crisis interventions would not exist if it wasn’t for health leaders responding with innovative tools to combat the issue. Without the severe impact of the COVID-19 pandemic, the way we responded to certain underserved communities would not have been as robust and impactful. The pandemic, along with the layered issue of medical mistrust, forced us to be innovative in our approach when attempting to remedy social determinants of health for certain communities where the pandemic further exacerbated these engrained issues. We had to adjust or redevelop local policies and interventions during this time, as what had worked in the past no longer served those impacted. Effective leaders are tried and tested and can push past difficulties and power forward during some of the tensest times in our history. FELICIA VEASEY: Who I am as a leader now versus who I was before COVID-19 are different. Three years ago, I would have never thought that I could or would serve as the COVID-19 Operations Director for 11 counties while maintaining my role as the community systems director. However, seeing the need of the community, its correlation to chronic diseases, and those most impacted by COVID-19, fueled my desire to lead. I saw the need to lead, in part to speak up for those not around the table making decisions. The pandemic stretched me professionally and spiritually. The ever-changing COVID-19 environment birthed abilities and skills that I didn’t know I possessed. RYAN NATIVIDAD: “Extraordinary times call for extraordinary measures. We saw a need that needed to be filled, and we stepped in to help.” This Benet Wilson quote captures the ardent spirit of my current millennial generation. Among previous generations, millennials are considered the unluckiest generation after surviving various recessions (i.e., the dot-com bubble recession, the Great Recession, and the COVID-19 recession) and powering through the COVID-19 pandemic. Due to these circumstances, I feel that millennials are the “Resilient Generation.” Whatever we endure, we keep our heads high and work towards the future we want. SOUNIVONE PHANTHAVONG: Leaders must be responsive to the environment and conditions in which they are operating. Promoting health equity requires not only an understanding of the structural, social, political, and environmental conditions of health but also the root causes of such conditions. Even with these understandings, well-structured plans are still subject to infinite variables. A leader should be ready to adapt to changes and address emerging needs. A leader working with the times considers what is needed, works towards growth, leverages strengths, identifies opportunities for improvement, provides responsive support, and builds capacity. A leader should aid in addressing conditions that impact the time it takes to make progress towards achieving health equity. A leader who aims to produce the times may face unanticipated challenges that will hinder their ability to achieve their desired outcomes. Systemic issues have limited health equity, with many issues rooted in historical and intentional oppression. These systemic issues require systemic changes. A health equity leader must prepare to work within these systemic conditions to produce macro- and micro-level outcomes. Large Padding 3 Related Content-Blog - DELPH desciption - cake layer website yes
An issue that public health wrestles with is how to combat racism as we would any other public health emergency. ASTHO’s board of directors has declared structural racism a public health emergency. And health equity is the number one priority in ASTHO’s strategic plan, which means our staff will prioritize equity work as we support all aspects of our members’ technical assistance and capacity building needs.
Two DELPH scholars from cohort one reflect on their completion of the 10-month program and discuss how learning about one’s own leadership style is critical for success.
Four DELPH participants answer the question, “Which is more important for leadership in health equity: to influence the community to follow the leader’s vision or to influence the community to follow their own vision?”
An interview with DELPH scholars Halina Palacios and Nathifa Miller about the importance of developing a strong leadership style, advice for future public health leaders, and using the DiSC Personality Assessment.
A Q&A with DELPH participants James Bell III and Sandy Noel about their experiences in the program and why it is so important to develop your own brand as a leader.
To learn more about how the DELPH program has influenced our scholars’ leadership journey so far, ASTHO spoke with three leaders in the current cohort: Andrea Lowe, director of legislative services at the Nebraska Department of Health and Human Services; Tiffany Wilson, data analytics branch manager at the Alabama Department of Public Health; and Harold Gil, data science support unit supervisor at the Washington State Department of Health.
ASTHO Announces Sixth Developing Executive Leaders in Public Health Cohort ARLINGTON, VA — Today, the Association of State and Territorial Health Officials (ASTHO) announced its sixth cohort of Developing Executive Leaders in Public Health (DELPH). This highly competitive program began in 2021 and continues to strengthen the leadership capacity of mid- to senior-level governmental public health professionals. “I am thrilled to welcome the sixth cohort of the DELPH Program,” says Avia Mason, ASTHO vice president for leadership and learning. “This group of 20 scholars brings exceptional dedication and passion to the work of public health, and we are honored to support their journey as they strengthen their leadership, expand their impact, and improve the health of their communities.” Cohort six scholars include: Faisal Adam, DC Health Department Vina Ayuyu, Commonwealth Healthcare Corporation Misty Carney, Maryland Department of Health Colette Cobb, Office of the California Surgeon General Angela Cochran, St. Mary's County Health Department Jessie Fernandes, Montana Department of Public Health and Human Services Tynisha George, Chicago Department of Public Health Ethan Greenblatt, St. Louis County Department of Public Health Gabby Hadly, Snohomish County Health Department Shebra Hall, Delaware Division of Public Health Brandon Horvath, Philadelphia Department of Public Health Halana Kaleel, Austin Public Health Markeeta Keyes, City of Minneapolis - Health - Green Career Exploration Aracely Macias, New Jersey Department of Health Chelsea Moriarty Coffield, Harris County Public Health Natasha Pickens Shumpert, Jefferson County Department of Health Dipa Shah, Los Angeles County Department of Public Health, Nutrition and Physical Activity Program Jamilia Sherls, Washington State Department of Health Iliana Siarmalis, Maryland Department of Health Tenneh Turner-Warren, Arizona Dept of Health Services ASTHO continues its commitment to developing, elevating, and modeling strong leadership for the next generation of emerging public health leaders. At a time when public health demands courageous vision, strategic action and collaborative strength, programs like DELPH are more essential than ever. Through an innovative, cohort-model, participants will deepen their leadership identity, enhance their communication, and grow their ability to positively influence their organizations. Each participant is matched with an executive coach, accountability partner and DELPH team member for personalized, transformative leadership development. “Morehouse School of Medicine is proud to continue its partnership with ASTHO in facilitating the DELPH program,” says Sandra Harris-Hooker, senior vice president for external affairs and innovation and interim director of the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine (MSM). “This ongoing collaboration between ASTHO and MSM’s SHLI advances our institution vision of ‘Leading the creation and advancement of health equity to achieve health justice.’ Together, we are equipping and empowering individuals to step into national and global arenas where strong, equity-centered public health leadership is needed most.” With support from the CDC, the success of the DELPH program’s more than 100 alumni demonstrates how strengthened leadership translates into stronger public health systems as they take on the pressing challenges facing our communities. Cohort six scholars will kick off their programming on December 8 in Arlington, VA. ASTHO Press Release Boilerplate website yes
DELPH scholars discuss the important role of Community Health Workers (CHWs) in the public health workforce, the need for support, recognition, and investment in their development, and the importance of sustainable funding for CHW programs across the United States.
Explore the transformative power of community engagement and community power building in public health research, and learn how these initiatives can enhance racial and health equity. Discover strategies for addressing structural determinants of health and empowering communities to drive positive change.
Addressing the impact of substance use disorder on pregnant and postpartum individuals: a critical analysis of SUD policy, access to care, and lessons from the field.
DELPH Reflections: A Journey Towards Creating a More Equitable and Just Democracy Fredrick Echols DELPH has helped public health professionals reflect on their purpose, cultivate compassionate leadership, understand system dynamics, and build a community of advocates to create a more equitable and just democracy. As 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. website yes