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In this webinar, Sallie George of the Robert Wood Johnson Foundation and Lynn Fick-Cooper and Sarah Stawiski of the Center for Creative Leadership share the story of how their organizations partnered to develop 220 emerging community health leaders and in the process how their work effected meaningful change in 8 different vulnerable communities across the United States. During the Webinar they share: Why the Robert Wood Johnson Foundation made this investment; An overview of the program the Center for Creative Leadership designed and delivered to achieve RWJF’s intended outcomes; and How successful they were in achieving these outcomes.
Citation preview
……………………………………………………….Ladder to Leadership:Developing the Next Generation of Community Health Leaders
Leadership Learning CommunityPresentation
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Agenda
• About RWJF and CCL• Why RWJF Made this Investment• An Overview of CCL’s Program Design • An Overview of the Evaluation Design• The Program’s Impact at the Individual,
Organizational, and Community Levels• What’s Next• Q&A
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Robert Wood Johnson Foundation
www.rwjf.org
www.ccl.org
CCL is a nonprofit, educational institution that reaches more than 120 countries from locations on
4 continents. Nearly 21,000 leaders from 3,000 organizations engage with CCL each year, to think
and act beyond the boundaries that limit their effectiveness.
Colorado Springs, CO Greensboro, NC San Diego, CA Brussels, BelgiumRussia Singapore
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Why RWJF Made this Investment
• 40+ year history of investing in leadership development
• Strong support of community-based nonprofits & recognition of capacity building needs
• High % of non-profit leaders were expected to retire
• Focus on early to mid-career professionals• Confidence in CCL• CCL’s ability to customize a leadership
experience & draw from a national cohort of coaches
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Program Background
• Awarded a 10-month planning grant to CCL for program research • Fielded an online survey = over 1,500
individual responses• Supported several focus
• Ladder to Leadership• $3.6M national program• Ran from 2007-2012 with 8 cohorts in 8
U.S. communities• High-level National Advisory Committee to
assist with program/evaluation design & community selection
Center for Creative Leadership
Communities Selected
Central New YorkN=26
Newark, NJN=30
Rural North CarolinaN=19
Birmingham, ALN=21
Kansas CityN=29
Albuquerque, NMN=30
Portland, ORN=30
Cleveland, OHN=30
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Center for Creative Leadership
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Ladder to Leadership Program• Develop emerging leaders in
health and health-related nonprofit organizations
• Up to 30 emerging leaders from each of 8 communities
• In-depth leadership development process includes:
• Multiple face-to-face sessions • 1:1 coaching• Action learning team projects
with coaches• Goal development planning• Mentoring
www.laddertoleadership.org
Ladder to Leadership: Developing the Next Generation of Community Health Leaders
(1-Month)
PHASE I: Orientation to Leadership Development
In Community
1.5-Days90
minutes
(2-Months)
Session I Leading Self
Session II Leading Self &
Others
Session IIIInfluencing Groups &
Systems
Commencement Sustaining the
Impact
CCL Campus4-Days
CCL Campus3-Days
CCL Campus3-Days
In Community2-Days
PHASE III: Sustaining the Impact
PROGRAM EVALUATION
2 AL Project Team
Meetings with Coach
(in community)
AL Project Team
Meeting with Coach
(in community)
AL Project Team
Meeting with Coach
(in community)
(4-Months) (4-Months) (4-Months)
Kickoff Meeting
Process Orientation
Webinar
MENTORING
AL Project Team
Meeting with Coach
(in community)
Follow on coaching calls
A national program of the Robert Wood Johnson Foundation in collaboration with the Center for Creative Leadership
PHASE II: Intensive Leadership Development
Community Collaboration—Site Visit & Relationship Building
Promotional Event – Launch Application Period in Community
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Evaluation Planning
• Evaluation plan developed by CCL team:o 2 CCL Evaluators o 1 General Consultant o 1 Social Network Analysis Consultant
• Vetted by:o CCL Full Teamo RWJF National Advisory Committee: Evaluation
Sub-team members (including Claire Reinelt & LLC)
o RWJF: Program Officer
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Evaluation Questions
What are the barriers and facilitators of program impact? What have we learned that can inform future leadership
development efforts in this field?
What impact is the program having on individual leadership development?
What impact is the program having on the Fellows’ organizations and communities?
To what extent is the program identifying and recruiting participants from the intended population?
Center for Creative Leadership
• Social Network Survey
• Cohort & Community Profiles
• Brief Impact Surveys -1&2 • AL Coach Survey• Community Context Assessment
REFLECTIONS® • SNA-2 & Impact Survey
• Boss Survey• AL Coach & Team
Sponsor Surveys• SCM Interviews
(Formative) • End of Session Surveys• CCL & RWJF Staff Debriefs
PHASE II
• Sessions I-III• Action Learning Team Work• Goal Planning• 1:1 Coaching
• Commencement
PHASE I
• Kick Off• Action
Learning Teams & Project Selection
• SNA-3 & Long Term Impact Survey
• Boss Survey
Evaluation Design Timeline
PHASE III
• Mentoring Workshop• Mentoring (6-12 months)• Sustaining the Impact• Measuring the Impact
Short Term Impact
(7-11 months)
Long Term Impact
(28-30 months)
IntermediateImpact
(13-16 months)
Baseline
(0 months)
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..Evaluation Scope
2,776 SURVEYS & INTERVIEWScompleted!
1,725 PEOPLE provided data!
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Recruitment
• Age: 37.7 years• Race/Ethnicity:
o White: 65%o African-American: 20%o Hispanic/Latino: 8%o Multi-racial: 5%o Asian: 2%o Other: 1%o American Indian: <1%
• Years with Organization: 4.9 years• Average # of applicants: 41.3
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Format & time demands are feasible
LTL met my expectations
Content is relevant
Would recommend LTL
0% 20% 40% 60% 80% 100%
Immediate Post (n=176) 1 Year Post (n=101)
Reactions to the Program% of participants who “agree” or “strongly
agree”
©2012 Center for Creative Leadership. All Rights Reserved.
Individual Impact
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Findings from REFLECTIONS®
Coach others in the organization
Use systems thinking
Work across organizational boundaries
Understand different perspectives
Effective on collaborative projects
Use feedback to make changes
Readiness for leadership responsibilities
Awareness of impact of behavior on others
Leadership effectiveness
0% 20% 40% 60% 80% 100%
Self (n=193) Others (n=1,648)
% reporting ability “improved” or “significantly improved”
©2012 Center for Creative Leadership. All Rights Reserved.
“The first session really opened my eyes to what leadership means and gave me a glimpse into what I could become.”
~ LTL Fellow (North Carolina)
It wouldn’t be an exaggeration to say that Ladder to Leadership saved my career. I think if I hadn’t gone through the program, I would have abandoned the nonprofit world. I am excited to have this new opportunity to serve my community. For this, I give a huge “thank you” to the Robert Wood Johnson Foundation.
~ Deborah Hoffman, Albuquerque Fellow
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
• Increased ability as leader77%• Took on more
responsibilities64%• Effectively engaging in
collaborative relationships60%All Self ratings, n=100
Individual Impact: Long Term% reporting improvement to a “great” or “very great”
extent
©2012 Center for Creative Leadership. All Rights Reserved.
Organizational Impact
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Coaching enviroment
Openness to diverse perspectives
Work-related social networks
Quality of decision-making processes
Work group collaboration
Ability to deal with complex challenges
0% 20% 40% 60% 80% 100%
Self (n=193) Others (n=1,607)
Organizational Impact: Intermediate
% reporting ability “improved” or “significantly improved”
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
• Working across organizational boundaries61%
• Increased team collaborations66%
• Leveraging resources to support work of the organization61%
All Self ratings, n=100
Organizational Impact: Long Term% reporting improvement to a “great” or “very great”
extent
©2012 Center for Creative Leadership. All Rights Reserved.
“I believe it increased connections to outside future leaders that resulted in new collaborations and strengthened existing relationships. It also gave fresh perspectives on leadership style that influenced leadership within and external to our organization.”
~ LTL Fellow’s boss (Cleveland)
Since completing the program I spearheaded a merger of two non-profit organizations and quadrupled my budget and employees. I went from Executive Director to Chief Executive Officer. The new organization is one year old this year and we are doing great. Under my leadership we have completed and are implementing a strategic plan (with a comprehensive succession plan). I have the best relationship with my board of directors (they were my nemesis during the LTL days)! In March of this 2010 I was provided with an award of Non-Profit Executive of the Year. “
~ Cassandra Sheets, Central New York
©2012 Center for Creative Leadership. All Rights Reserved.
Community Impact
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
• Increased ability to identify health-related needs in the community (to a great or very great extent)
62%• Increased ability to identify
health-related resources in the community (to a great or very great extent)
66%
All Self ratings, n=174
Community Impact: Intermediate
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Community Impact: Long Term
• Leading collaborative projects in community (to a great or very great extent)44%
• Leveraging networks to address community health challenges (to a great or very great extent)
51%
All Self ratings, n=99
Center for Creative Leadership
Collaboration with Other FellowsCentral NY - Time 1, Time 2, Time 3
Time 3 Density = .10
Time 2 Density = .15
Time 1Density = .03
©2012 Center for Creative Leadership. All Rights Reserved.
“One of the specific areas that I identified for improvement through the LTL Program was collaboration skills. As a result of this, even though I have strong introvert tendencies, I made a conscious effort to spearhead a multi-agency grant application process that resulted in the award of a $568,000 grant for our county for pregnant and parenting young women.”
~ LTL Fellow (North Carolina)
“Our action learning team is working to improve food access through virtual grocery ordering and delivery…My heart soared when I heard residents talking about “our project” and “our nutrition”! I sat with a mom while she checked nutrition labels for fruit snacks, and chose one without high fructose corn syrup. She had been giving her two children candy from the local convenience store as their afternoon snack. What a transformation to be witness to!”
~Jennifer Smith, Kansas City Fellow
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Community Impact Through Action Learning
• Birmingham Team--Community Garden• Birmingham Team—Health-E-Teen
Website/Grant• Newark Team—formed a nonprofit to
help community members find ways to connect to volunteer opportunities
• Kansas City Team—On-Line Food Delivery Program
• Kansas City Team—Funded to create nonprofit focused on trauma stewardship
©2012 Center for Creative Leadership. All Rights Reserved.
Learning Application: Barriers
• Time• Economy• Organizational Support• Race, power, privilege
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
Conclusions
• Fellows improved leadership skillso Identifying strengths & developmental needso Engaging in collaborative relationshipso Effectiveness as a leader
• Fellows’ organizations were impactedo Collaborationo Decision-makingo Networking
• Fellows’ communities were impactedo Developed network of leaderso Collaborations resulting from network
©2012 Center for Creative Leadership. All Rights Reserved.
………………………………………………………..
What We Learned & Where We are Going Now…
• The importance power of Boundary Spanning Leadership
• The need for team/coalition-based work in community settings; supported by leadership development and a coach
• The need to continually raise people’s consciousness about race, power, and privilege issues within communities
©2012 Center for Creative Leadership. All Rights Reserved.
QUESTIONS