Healthy Wisconsin Leadership Institute (2008)

Advancing the work of the Healthy Wisconsin Leadership Program to support the development of public health leaders in Wisconsin

Full Project Name:Healthy Wisconsin Leadership Institute (2008)Principal Investigator:Peter M. Layde, MD, MSc, Emergency MedicineCo-Investigator:Kirsten Gruebling, MPH, Emergency MedicineAward Amount:521,905
Award Date
November2008
Project Duration:36 months

Project Description Narrative:


During the past three years, an innovative model for a Healthy Wisconsin Leadership Insitute was developed and launched through a unique collaboration between the Medical College of Wisconsin, University of Wisconsin School of Medicine and Public Health, and a statewide Community Advisory Committee. The Institute was launched in order to contributed to the development of a "sufficient and competent workforce," and was created with three innovative programs aimed at providing training and support to public health practitioners statewide as well as a comprehensive evaluation plan. The result was a program that has received national recognition from the American Public Health Association and the National Public Health Leadership Development Network.

Through this award, project partners will implement the second phase of development to the Healthy Wisconsin Leadership Institute to expand its reach and impact in developing public health leaders and impact in Wisconsin communities.

Outcomes & Lessons Learned:


• Launched four new cohorts of teams under the Community Teams Program, hosting multiple workshops, webinars, and site visits to support their work in developing innovative solutions to their communities' pressing health needs

• Developed and conducted cpntinuing education regional workshops on a range of topics including community organizing, message framing, coalition building, managing conflict, collaborative leadership, and grant writing

• Continued to develop and expand partnerships with key stakeholders, including the diverse Community Advisory Committee, and developed participation in Divison of Public Health workforce development efforts

• Created and conducted an ongoing comprehensive evaluation of the Institute, updating the evaluation plan in response to programmatic development and recommendations of the Advisory Committee

• Shared model and lessons learned in publications, including a published manuscript in the Journal of Public Health Management and Practice

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