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| History and Background The Need "Change is everywhere, and its pace is accelerating. As public officials, we can be passive and let change wash over us; we can react to it and try to catch up; or, ideally, we can anticipate change and lead the way." (Milbank 1997) Globalization, rapidly advancing technology, changing economics, shifting demographics, new public attitudes, and a crisis of faith in government are some of the factors contributing to the challenges of leading change. The cry for leadership is heard in every sector of society as each scrambles to catch up in the information age and anticipate what will come next. In the health sector, this same reality is true. The realization that resources for achieving and maintaining health are limited is driving fundamental change in approaches to health. Managed care, integrated service delivery systems, increased demand for accountability, and outcome monitoring are some of the current trends. In 1988, the Institute of Medicine (IOM) report The Future of Public Health, defined public health as "what we, as a society do collectively to assure the conditions in which people can be healthy." It also stated that "today the need for leaders is too great to leave their emergence to chance." This assertion has been supported in numerous subsequent reports and is not limited to developing leaders only within public-sector public health, but encompasses developing leaders in all sectors which impact the health of communities, who can effectively address broad issues to improve health. Background Keenly aware of the major changes affecting health, health care delivery systems and public health, the Centers for Disease Control and Prevention (CDC) took the lead launching a new effort to address the pressing need for leadership development. In 1991, CDC initiated the National Public Health Leadership Institute (PHLI) in partnership with the Western Consortium for Public Health. This Institute has become a model for leadership training throughout the country and has provided needed training to 845 of our top health and public health leaders. Also recognizing the need to facilitate the diffusion of leadership skills throughout health organizations, CDC began a process of providing seed money for the development of state and regional leadership programs. Currently, 30 state/regional programs are in development or implementation and form the National Public Health Leadership Network. The MHLI is one of these programs. In 1996, the National Public Health Leadership Institute (PHLI) included five Maryland scholars. As their final project for their scholar year, they formed a steering committee, recruited a contractor, identified potential funding sources for planning activities, and thus, launched the development of the Mid-Atlantic Health Leadership Institute in June 1996. The first class of scholars was enrolled January 1998. For more information, contact Harriet Langmead | |||||
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