“Leadership and learning are indispensable to each other."   -John F. Kennedy (1917 - 1963)— speech prepared for delivery in Dallas the day of his assassination, November 22, 1963 TABLE OF CONTENTS Welcome Leadership as a movement Tobacco Control Leadership Fellows Program Communities of Excellence Plus (CXP) Get the facts Resource spotlight A helping hand Resources and links Just out! Coming soon! Special thanks ttac exchange staff

No matter what our responsibilities, everyone working in tobacco control is called upon to be a leader. We face daily challenges in an ever-changing environment, and need to stay in-sync with the movement, while reaching out to find new ways to improve the public’s health. Each day we have the opportunity to cultivate and nurture a movement that will continue to lead tobacco control to further success and greatness.

Effective leadership is dynamic—both as a topic and a movement. And in this issue of ttac exchange, we explore just what it means to be a leader in the tobacco wars by looking at two programs designed to improve and expand tobacco control leadership through learning: The Advocacy Institute’s Leadership Fellow Program; and ttac’s Communities of Excellence Plus (CXP). These two unique approaches to leadership represent opportunities to build and strengthen future generations of tobacco control advocates.

We’re glad to share these leadership philosophies with you, and if nothing else, we hope you’ll remember that leadership is not the responsibility of a few but an
obligation for the many. Don’t give the leadership away – grab it and make it your own.

Dearell Niemeyer, MPH
Director, Tobacco Technical Assistance Consortium

Coming together with others

Leadership is often described in terms of characteristics, qualities and skills. More than that, it is a discipline—meaning, it takes constant practice. Just as a musician must practice, a leader must consciously work at his or her listening and problem-solving skills to be able to judge when to pull back or push forward, to assess the situation and strategically plan. It means having the ability to mobilize people around a goal or mission by sharing your vision with others—not an easy task by any means. Anyone who has the passion to solve problems can be a leader, but it takes a broader discipline to master the art of it.

Leadership evolves over time

The tobacco control movement has grown and changed a lot over the years, and fortunately, has had a wealth of skilled leaders to draw from. Sometimes the expert voices have led, such as Surgeon General Koop. Other times the passionate have led with their convictions. And sometimes it’s the quiet movement builders that have carried the day. The point is that a movement’s success is never due to a few visible leaders, but rather it’s the whole “file cabinet” full of leaders that helps us meet the demands of different situations – from those who are publicly charismatic, to those who work behind the scenes.

Over the years, the tobacco control movement has learned some important lessons around leadership. The movement is evolving to a point where we are more actively working to empower advocates to be leaders, especially at the local level. We have learned that those people most affected by tobacco will be our most passionate leaders. And the more people we empower, the more likely the movement will continue even if funding dwindles.

Looking ahead: Leadership of tomorrow

The next-generation of leaders in tobacco control are already making their mark at the community and state levels.

Strengthening leadership capacity
You’ve heard this tune before…

An enthusiastic elected official wants to move forward immediately with a smoke-free ordinance. She’s passionate about ridding your community of smoke and her commitment to public health runs deep—but the moment is just not right to make a move. Nonetheless, the official pushes the issue and the ordinance fails.

Although having charisma and an esteemed position are commonly perceived as traits of good leaders, this image really does not represent the myriad skills needed to serve as an effective leader. Under the same circumstances, a good tobacco control leader would have stepped back to see the bigger picture and assess whether the necessary resources, political climate and community support were in place before pushing for an ordinance. A more effective leader might have recommended taking a slower pace to ensure that the ordinance would pass. Good leaders think strategically about what, how, and when something needs to be done and then mobilizes others around that goal.

Our enthusiastic but unsuccessful elected official could benefit from one or both of these leadership programs.

• Tobacco Control Leadership Fellows Program
• Communities of Excellence Plus (CXP)

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The Advocacy Institute has partnered with ttac to provide an in-residence leadership development and capacity building retreat for tobacco control professionals, volunteers and grassroots activists.

Designed for seasoned advocates working at the state and local community levels, the Program deepens participants' understanding of their own experience; strengthens the U.S. tobacco control movement by strengthening individual leadership skills and capacity; and develops a network of Leadership Fellows for on-going collaboration among alumni.

Conversation with Advocacy Institute Program Director, Kay Arndorfer

Using the Advocacy Institute’s definition, what does it mean to be a leader in tobacco control?
Kay: We have no formal definition of leadership. Rather, we think of leadership as a process, which develops from an appreciation of the “big picture” in tobacco control, as well as an appreciation of ourselves. There are many pieces that make up this process:

• appreciate a specific issue from all of its angles
• discern what is needed or what strategy should be considered
• know the value of collaboration
• respect the importance of diverse participation and multicultural competency
• assess and access resources
• build on the strength of others
• know our own limitations
• know when and how to take care of ourselves
• have an appreciation for risk-taking; don’t fear failure, and learn from our mistakes
• be life-long learners, sharing our knowledge and learning from peers and colleagues
• stay adaptable

In your opinion, what makes the Leadership Fellows Program effective in building and strengthening leadership capacity among participants?
Kay: Our program is unique for several reasons. First, we have a very careful and thorough recruitment process. One of the goals in our program is to create a “learning community”, so we want a wide range of experiences and backgrounds. Once we get all the participants at the table, we:

• tailor each program to the needs of our audience. We have a saying - that we don’t know what the agenda of the class will be until the program is over – and this is very true.
• look at the participants as teachers, and learn as much from them as they do from us.
• set up the opportunity for people to step out of their daily lives and really reflect on their work. We do this by scheduling our program for several days, and in a place not associated with their daily work. We find this invaluable to the success of the program because participants have the chance to know each other in a different context, to approach issues from a fresh viewpoint, and to simply pause and reflect on what they are doing, and why they are doing it.
• foster a collective vision amongst the participants. This is not unique to tobacco control. This does not mean there will be total agreement on goals and objectives, or that everyone will be working on the same thing. It means something more. It means that those present will have a shared understanding of the issue and a shared vision of the future that will likely go beyond a pure academic discussion, which is where most other trainings begin and end!

Leadership Fellows Program tools and skills

Tobacco control leaders from Nebraska and Indiana are among those who have participated in the Leadership Fellows Program. In their own words, they shared what the learned, and what was valuable to them.

Tangible Results—Participants describe the benefits of the Leadership Fellows Program

• The opportunity to build trust amongst each other, not just in the leadership capacity, but in other areas as well. You leave the program with renewed energy to do what is best for the movement. –Judy Martin
   
• An absolute respect for each other’s opinion that makes this program so effective. There is a feeling of equality. You want to contribute in the absolute best way. –Cindy Wostrel
   
• A mutual respect and understanding among the participants…and information that we can use over and over again in our line of work….I have never walked away from a “training” feeling so refreshed, knowledgeable, and equipped to do a better job as a “leader” in my community. –Billie Kaufman
   
• A very rich exchange of information and ideas between the participants and facilitators. As a result of this program, many of our coalition leaders are much more comfortable with facilitation, which creates stronger and more productive coalitions. –Anita Gaillard

Taxonomy of leadership

• One tool that enables me to work smarter (and not harder) is a Leadership Taxonomy. “Taxonomy” is a tool to help a coalition or group ensure that the right leadership roles are available in the group. Each leader in the group, whether a visionary, ‘sparkplug’, or movement builder brings a special skill to the group. The coalition or group needs to make sure they have representation from each leadership role to create the best movement in their community. When I look at the individuals in my coalition and other working groups, I make sure that I have a variety of leaders, including visionaries, strategists, experts, outside sparkplugs, and others which together build a successful movement. –Billie Kaufman
   
• The Leadership Taxonomy is widely used by our local coalitions so that the leaders can recognize the skills in others, as well as in themselves. We sometimes box ourselves into a specific scenario, or see ourselves differently than others see us. The Taxonomy helps us break out of our traditional roles. -Judy Martin

Targeting a state-wide audience

“The program was created with the input of an advisory group, which enabled us to customize the program for our participants. It also brought significant credibility to our coalitions and partners: by having national leaders facilitating the program, it validated our work and made us feel part of a national movement. While many of us at the state level have had the opportunity to intermingle and get to know national tobacco control leaders, our partners, who in many cases were just getting started in tobacco control, have not. This program was ideal for meeting national leaders and getting to know how their communities and the State of Indiana fit into the national movement.

The opportunity for participants to build relationships with each other beyond official duties and responsibilities significantly strengthens leadership capacity because it builds trust. As trust was building, the partners began to understand that there were different levels of knowledge, activity and understanding of tobacco control and that whatever was going on in the individual community collectively adds to the statewide movement. With that understanding came a confidence that all questions and ideas, whether big or small, are important to the success of tobacco control in Indiana. The atmosphere was always “safe” to express ideas and to ask questions.” -Anita Gaillard

Planning by asking the right questions: The Nine Key Questions

• The questions are aimed to help you focus and develop your advocacy strategy. Questions such as What do you want and Who can give it to you are designed to get you up and running quickly. The questions are very clear and practical; they do not require a lot of explanation. We have used the Nine Key Questions in our work for clean indoor air throughout the state. It is also a good tool to use internally when you need to sell an idea or a program to others within state government. There are many uses for this tool, within and outside tobacco control. –Judy Martin
   
• The questions are used to assess where you are, where you want to go, and how you can get there. They’re a great focus tool. –Anita Gaillard
   
• We were given specific tools that I use constantly to guide my work as Program Director. One of these, the questions, is a tool or a guide for tobacco advocates to use for planning purposes. It outlines a process to help you develop effective advocacy strategies, particularly media advocacy strategies, as a key element of your policy advocacy planning. The questions are set up for you to use over and over again when in the process of planning. With this in hand, I can assess where we are, where we want to go, and how we can get there. –Billie Kaufman

Gaining confidence and leadership skills

“I have learned to share my leadership role. I used to feel that whatever did not get done, I would do myself. Now, volunteers and partners do much more of the work. In this sense I have become much more collaborative.

In a practical sense, I have also learned to feel more comfortable with legislators and other policy-makers. We not only did role-playing, but we learned better and smarter ways to communicate with our legislators, so that we are better able to make our point.

Finally, a very important skill I learned was how to sustain myself. Many people in tobacco control suffer from burnout. AI showed the Fellows a video called “Going to the Well”. In the video there was a small group of advocates that talked about how they sustained themselves as well as others around them in order to stay strong for the cause. Some of the suggestions from the small group was to remember that what you are doing is the right choice, celebrate your successes, don’t over work yourself or your co-workers, and exercise. One idea of sustaining yourself was to “fill your bucket.” Making sure that your bucket is full keeps you energized and happy to fight the battle and keep yourself motivated. I learned that I MUST take care of myself. The Leadership Fellows Program stresses this point, to where we finally understand it – in March; I took my first weeklong vacation!”
-Billie Kaufman

Tools for practice

• In Nebraska, the listserv wouldn’t have existed without the AI training. Also, a group of our Fellows developed a training called Tobacco 101. This is a file folder system that gives the basics on several elements of tobacco control, such as smokeless tobacco, facts on ETS, and the like. It is presented in very easy-to-understand format. This really helps our newer advocates, because the learning curve is quite steep in the beginning. This gives them the tools for a quick leg up. The Tobacco 101 box unlikely would have occurred without the Fellows program. At least one person had considered working on such a project before the Fellows program, but the program spurred its creation. –Judy Martin
   
• Of course one outcome is that, in our opinion, we have greater buy-in from our local advocates. Our local people not only have better skills, but they are much more committed. More specific, we have established a listserv called CornFellows. This enables the fellows to email each other for quick answers and problem solving. –Cindy Wostrel
   
• Two tangible outcomes are the Listserv and SQUADS. The Listserv is very active, and allows participants to plan activities and exchange ideas. SQUADS is a group of four Fellows who have developed a pilot presentation on “how to talk to your elected official”. Because this is still intimidating for many tobacco control advocates, this program should be very valuable in planning and implementing policies. The four Fellows identified the need and developed the concept on their own…There are many intangible outcomes including better facilitation skills, better relationships, and an overall stronger commitment to tobacco control. Our partners are now armed with the knowledge and confidence to continue their work in tobacco control. The program allowed our partners to “stretch” their tobacco control skills – just what we need in Indiana. –Anita Gaillard

Keeping steady in a changing environment

• AI’s Leadership Fellows Program was ideal to reinforce the leadership skills of existing leaders, as well as provide a sound foundation to our new leaders. Another key factor was that the focus of tobacco control itself had shifted. Much emphasis is now being put on policy change, such as clean indoor air ordinances. This is a much more complex issue which requires a systemic view, as compared to traditional program management. Because AI’s program is focused on policy change, we knew this would be a good fit for our state.
  –Judy Martin

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Communities of Excellence Plus (CXP) is built upon the principles of the original Communities of Excellence, conducted in 2000 by the American Cancer Society, to help communities develop effective tobacco control programs by assessing local tobacco control needs, setting priorities and moving to action. CXP introduces new concepts regarding leadership development and capacity building through active learning, which is the creation of opportunities for participants to address ideas and solutions from multiple perspectives and through experience, practice and application.

Conversation with CXP Director Kathy Harty

Why did you develop CXP?
Kathy: There was a real need for local-level leadership in tobacco control. Lots of work was being done at the state, regional, and national levels, and there were locally-funded projects, but local level efforts were not coordinated and local people did not have access to training and networking opportunities that were available to state and national staff. Ron Todd, from the American Cancer Society, recognized this reality and developed a training program and tools for implementation at the local level. Ron and a group of national partners developed the Communities of Excellence (CX) manual that included tools and worksheets like, “How to do a Community Assessment.” This type of training worked for some, but others returned to their communities and were unsure about what to do next. They had acquired theories and tools but weren’t sure how to apply them. Following a formal evaluation of CX that included focus groups, Todd concluded that communities needed more in-depth training and intensive follow-up technical assistance.

How would you characterize the technical assistance component of CXP?
Kathy: The technical assistance provided by ttac is crucial to the success of the coalitions. It consists of teleconferences, email and site visits and also works with the coalition coordinators to find new ways to bring in the state health departments to provide technical assistance. The technical assistance philosophy is one of success—we want the coalitions to succeed, and be in charge of that success.

Is the CXP model transferable to other areas?
Kathy: Yes, the model can be translated to almost any endeavor in chronic disease, health care, the environment, and faith-based issues. The mix of formal (pre-work) and informal (family-style discussions over dinner) design are elements that are cross-cutting.

Communities of Excellence Plus tools and skills

CXP participants have at least one year of experience in planning and working in a coalition. For this training, it’s imperative that they understand the dynamics, not just the theories. In their own words, they talk about some of the leadership tools they came away with.

CXP’s immediate impact

• As a result of participating in the CXP leadership academy, the Kauai and Maui coalitions have refined their action plans for the coming year regarding their next steps toward increasing smoke-free workplaces and public places in their counties. It helped the two Hawai`i Island coalitions reaffirm their direction and solidify their plans for developing the cessation resources available on their island. As for the state team, it gave us the time and structure to further work out our roles in many areas and move forward in developing a more coordinated cessation program infrastructure. –Clifford Chang
   
• CXP has changed my personal tobacco control experience in that it helped to identify true champions within our coalition and it has given us a good base for developing individual skills in leadership, and to take our grassroots efforts to a higher level in a strategic way. -Tracie Yoshimoto

Seeing the big picture

• One of best parts was that it brought together core people from the state, which we normally don’t see much. Working alongside the state department of health and the neighbor island coalitions helped bring the big picture into view. We heard what was going on each island and what the trust fund distributors were doing, as well. Each coalition’s needs were discussed and, at a deeper level, the state realized they want a more bottom-up approach that meets our needs versus handing down orders. -Tracie Yoshimoto
   
• I think people who have the opportunity to participate in the CXP leadership academy come away with both the bigger picture of tobacco control, and understanding and tools for better addressing specific elements that make up a comprehensive tobacco control program. Having both the broad perspective and the skills to address specific components and activities is invaluable.
  - Clifford Chang

Exploring the many facets of leadership

• There are many styles of effective leadership, all of which need to be valued and encouraged. A universal quality of leadership for which I have the utmost respect is the courage to stand up for one’s beliefs. Whether working on the frontlines as a trailblazer or spokesperson, or behind the scenes as a strategist, advisor or organizer, the leaders in tobacco control have been sincerely committed to their principles and willing to take risks to advance their cause. -Madeleine Solomon
   
• For me, leaders are able to articulate clearly what the issue is and why it is so important. Good leaders lead by doing and by example, being able to roll up one’s sleeves and jump in, while not trying to manage everything. The key is to provide a framework, trust people to do a good job and provide them with guidance and support. -Clifford Chang

Adaptable leadership for changing times

• Tobacco control has achieved more than anyone could have imagined even as recently as 8 years ago, in terms of reductions in adult and youth tobacco use. Much of this progress is due to the hard-fought policy victories to raise the cost of tobacco products and reduce exposure to secondhand smoke in public and private places. Well-financed public awareness campaigns have contributed to these policy advancements and changes in social norms. Today’s greatest challenge is to build on the momentum for public policy solutions despite fewer private resources. Leaders, will continue their quest at the local, state and national levels, and encourage others to stay engaged in tobacco control, even if their roles in the movement may change. With fewer resources, both long-time veterans and newer and younger leaders are more valued than ever. New local leadership emerging through programs like the communities of excellence plus will help build the future of the tobacco control movement. -Madeleine Solomon

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• The Nine Key Questions
• Taxonomy of Leadership

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National Public Health Leadership Development Network
Tobacco control professionals can look to the broader public health movement for leadership development opportunities. One source for available leadership institutes is the National Public Health Leadership Development Network.

This network is a consortium of organizations dedicated to building public health leadership programs and skills. Network membership includes state, regional, national, and international leadership institutes. Its mission is to refine and expand state and regional efforts to facilitate and evaluate increased capacity of public health leadership. The network offers a number of projects, including an annual conference and core competency framework.

Use the Network’s Web site to:

• Find national, state and regional leadership institutes in public health
• Learn about the strategies and scope of each institute
• Explore resources listed in an comprehensive annotated bibliography on leadership development

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Let ttac help you strengthen leadership capacity in your communities.

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• General Resources on Leadership: Tips and Wisdom
• Leadership Development: Resources and Tools
• Leadership Development in Public Health
• Tobacco Control Leadership Programs
• Leadership Development: Evaluation and Research Articles

Big Dog's Leadership Page
This leadership guide outlines the skills and knowledge needed to implement effective leadership. The guide includes definitions of leadership along with a discussion of leadership styles.

Center for Creative Leadership
This Web site provides a range of publications and tools (for purchase) on assessing and developing leadership skills. The Center offers a free monthly e-newsletter with tips and tools on leadership for practicing managers.

Community Leadership Association Suggested Reading List: Leadership
This brief list provides suggested readings from the Community Leadership Association.

Harvard Business Publishing: Leadership
Compilation of Harvard Business Review articles and other resources (for purchase) on leadership, mentoring, and leadership development.

Ivy Sea Online
Ivy Sea Online is a Web content library on inspired leadership, skillful communication, and big-vision entrepreneuring. The Inspired Leadership Exchange includes a collection of essays, tips, and links for leaders of all levels. The Mentoring and Coaching Portal compiles tip sheets and links on this topic. The Web site includes resources available for free and purchase.

Leadership for a Changing World
This program funded by the Ford Foundation seeks to recognize, strengthen and support leaders and to highlight the importance of community leadership in improving people’s lives. The program’s Web site includes “online talks” with leaders, research on leadership, and links to essays on leadership.

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Big Dog’s Leadership Training and Development Outline
Generic outline for a leadership development course with lesson plans

Community Tool Box: Building Community Leadership
This outline links to CTB resources on creating a vision, leadership styles, and collaborative leadership.

Free Management Library: Leadership Development Planning
Prepared for the Management Assistance Program for Nonprofits, this guide is a compilation of resources on developing leadership skills and a leadership training program.

Leadership Learning Community (LLC)
The LLC reaches out to those who run, fund, study and provide services to leadership development programs. The program’s mission is to build a learning community that strengthens leadership development by sharing ideas, resources, and innovative practices. The Web site includes a wealth of resources on many topics, including leadership development theory, evaluation, and reaching out to the next generation of leaders.

LLC: Organizations and Program Directory
This LLC database includes leadership development programs and academic institutions that contribute to leadership development scholarship and/or offer degree programs in leadership studies. The database also includes foundations that fund leadership programs or consider leadership a cross program area theme; and businesses, organizations and consultants that provide services or training seminars that support leadership development programs.

Leader to Leader Institute
Formerly the Peter F. Drucker Foundation, this Institute’s mission is to strengthen the leadership of the social sector by providing educational opportunities and resources to leaders. The Web site includes journal articles, books, and other resources on leadership development and self-assessment. Selected full-text articles are provided from the Leader to Leader journal which offers essays on leadership, management, and strategy written by today's top thought leaders from the private, public, and social sectors.

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Center for Health Leadership and Practice (CHLP)
CHLP is a leadership training, consultation and resource center serving domestic and international health leaders and organizations. CHLP oversaw the development and implementation of the first national public health leadership institute, the CDC Public Health Leadership Institute (PHLI) from 1991-2000. The CHLP Web site includes publications on public health workforce and leadership development and a comprehensive reading list on leadership.

Leadership in Public Health Leadership in Public Health (Journal)
This journal is for public health activists and public health administrators interested in shaping policy for their constituencies. Each issue covers a contemporary public health issue, including topics such as Stories of Public Health Leadership, Global Health, Ethics in Public Health, Leadership Projects and Bio-terrorism Case Studies.

National Public Health Leadership Development Network
Find out about this network of leadership development programs highlighted in the Resource Spotlight

National Public Health Leadership Institute (PHLI)
PHLI is an innovative, 12-month leadership development program funded by the Centers for Disease Control and Prevention. The Institute's mission is to strengthen the leadership competencies of senior public health officials and to build inter-organizational teams so that community health status improves. The next due date for PHLI scholar applications is September 1, 2004.

Public Health Leadership Competency Framework
A set of competencies for public health leadership compiled by the National Public Health Leadership Development Network

Public Health Leadership Society (PHLS)
PHLS is a membership society of alumni of the national, regional, and state public health leadership institutes as well as the RWJ State Health Leadership Institute. The society provides a network and environment to stimulate personal and professional growth and promotes innovative collaborations among organizations concerned about the health of the public.

RWJ State Health Leadership Initiative
The Robert Wood Johnson Foundation, in collaboration with the National Governor's Association and other partners, established this initiative to accelerate the development of the leadership capacity of state health officers as policy makers, administrators, and advocates for the health of the public.

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Advocacy Institute Fellows Program
The Advocacy Institute Fellows Program is an intensive, five-day to three-week in-residence retreat. It is customized to strengthen the ability of a particular group of social change leaders (generally 10-15 people) to effectively tackle social problems.

American Legacy: Project 2030 Internship
The Project 2030 internship program is a summer internships in Legacy’s Washington D.C. offices as well as year-round, semester-long opportunities with staff and organizational partners in public health, social advocacy, advertising, and public relations. This program equips young people with the practical knowledge, skills and experience to become tomorrow's leaders in tobacco control. To learn more, go to Legacy’s Web site and select “Programs/Youth/Internship Program.”

Asian Pacific Partners for Empowerment and Leadership: Creating New Mountains Tobacco Control Leadership Program
APPEAL’s Leadership Program specifically addresses diverse tobacco control issues for Asian American and Pacific Islander (AAPI) communities. With funding from The Robert Wood Johnson Foundation, this year-long fellowship provides tobacco control leadership skills through an innovative AAPI community leadership model. APPEAL fellows join with other community leaders from the U.S. and Pacific Islands to plan and implement 1-2 tobacco control activities for their AAPI communities. This one-year program is designed to provide training, capacity building, leadership development, technical assistance and mini-grants to support our leaders in their local tobacco control projects.

National APPEAL: Youth Leadership Program
The National APPEAL Youth Leadership Program is the only national program that mobilizes youth to take action against tobacco’s impact on Asian American and Pacific Islander communities across the nation. This fellowship provides training and one-on-one support to youth advocates as they develop and implement projects promoting positive change within their communities.

National Latino Council on Alcohol and Tobacco Fellows Program
The LCAT Fellows Program is a year-long fellowship that trains emerging leaders in the fight for healthier Latino communities nationwide. Fellows gain a broad understanding of the problems plaguing the Latino community and devise their own solutions on how to address these issues locally. The Program provides leaders skills-building courses, resources, mentoring, and technical assistance throughout the year so that they can implement two tobacco prevention and control activities locally.

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LLC: Evaluation Knowledge Pool
This LLC Web page links to evaluation resources and "wisdom" developed through Leadership Learning Community activities and projects. Includes the Guide to Evaluating Leadership Development Programs a guide to assist leadership programs to develop a theory of change model, specify good outcomes, identify indicators, and construct an evaluation plan; and Individual Leadership Assessment Resources and Tools, an overview of approaches and tools for evaluating leadership development with Web links, and reference recommendations.

Does leadership training make a difference? The CDC/UC Public Health Leadership Institute: 1991-1999
Woltring C, Constantine W, Schwarte L. J Public Health Manag Pract. 2003 Mar-Apr;9(2):103-22.
This article presents results of an eight-year retrospective evaluation of the Centers for Disease Control and Prevention/University of California Public Health Leadership Institute, the nation's first year-long leadership development program serving senior public health leaders. Results show that this program has had a positive impact on participants' leadership effectiveness at the personal, organizational, and community levels as well as on the field of public health.

The Management Academy for Public Health: a new paradigm for public health management development
Porter J, Johnson J, Upshaw VM, Orton S, Deal KM, Umble K. J Public Health Manag Pract. 2002 Mar;8(2):66-78.
The University of North Carolina-Chapel Hill created the Management Academy for Public Health as a pilot program for this specialized training need. This article describes why a management academy for public health managers was formed, its curriculum and instructional methods, and the evaluation findings from its first year. The program sponsors hope to effect individual and organization level change, eventually leading to improved community health. Results suggest that this innovative program gives public health professionals needed skills and improves their job performance.

Leadership development: working together to enhance collaboration
Wilson JL. J Public Health Manag Pract. 2002 Jan;8(1):21-6.
The Turning Point Leadership Development National Excellence Collaborative has completed the first year of a 4-year efforts. This article reports the results of the first year of work, including the formation of the collaborative and its goals, vision, and mission. The article goes on to discuss the primary focus area, collaborative leadership, and some of the challenges of implementing this style of leadership in the public health field and initial implementation activities.

Strengthening the public health workforce: three CDC programs that prepare managers and leaders for the challenges of the 21st century
Setliff R, Porter JE, Malison M, Frederick S, Balderson TR. J Public Health Manag Pract. 2003 Mar-Apr;9(2):91-102.
To address the need for management development in public health, the Centers for Disease Control and Prevention (CDC) established three independent workforce development initiatives aimed primarily at strengthening management and leadership capacity. Though independently designed and implemented, the programs share similar guiding principles in their approach to management development: interactive learning, management tools that reinforce evidence-based decision making, individual feedback, continuous improvement of the learning process, posttraining support for networking and life-long learning, and teamwork. This article will discuss important lessons learned regarding best practices in management and leadership development.

Assessing the competencies and training needs for public health professionals managing chronic disease prevention programs
Kreitner S, Leet TL, Baker EA, Maylahn C, Brownson RC. J Public Health Manag Pract. 2003 Jul-Aug;9(4):284-90.
The purpose of this study was to assess the competencies and training needs for public health professionals managing chronic disease prevention programs. Focus groups were conducted among representatives from 12 state health departments across the United States, and data from the interviews were analyzed. The findings support additional training to enhance specific competencies for management/leadership, epidemiology/biostatistics, chronic disease prevention/policy development, and evaluation. Commonly reported competencies were knowledge of public health and chronic diseases, communication, and diversity.

Health education leadership development: a conceptual model and competency framework
Wright K, Hann N, McLeroy KR, Steckler A, Matulionis RM, Auld ME, Lancaster B, Weber DL. Health Promot Pract. 2003 Jul;4(3):293-302.
This article presents a conceptual model and competency framework for the National Public Health Education Leadership Institute. The model contains elements considered critical for design of leadership programs in public health and can be used by both professional development and academic programs to shape their design of leadership curricula.

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New Surgeon General's Report Expands List of Diseases Caused by Smoking
The Health Consequences of Smoking

ttac’s College Tobacco Prevention Resource Web site has been updated.
Several new features have been added:

• What’s New: Find out about upcoming conferences and events, study results, and new legislation.
• Ask Us: Ask questions about college tobacco prevention or to request assistance with planning, implementing, or evaluating a campus tobacco program or policy.
• Submit an Example: Tell us about tobacco prevention programs and policies on your campus.

Tobacco Prevention and Control Peer Exchange Network: Smokeless Locals List Serve-Now Active
The Smokeless Locals list, a collaborative project between the National Association of County and City Health Officials and the National Association of Local Boards of Health, provides a forum for local public health officials and local board of health members interested in promoting local tobacco prevention and control initiatives by sharing programmatic and technical information through peer exchange. Subscribe at: http://www.naccho.org/files/documents/tobacco_prevention.html

Latest MMWR on Adult Smoking Released
Cigarette Smoking Among Adults—United States, 2002

CDC reports big decline in high school smoking in latest Youth Risk Behavior Survey findings
Go to: Youth Risk Behavior Surveillance—United States, 2003

ALA releases Compendium of State Tobacco Control Laws
The State Legislated Actions on Tobacco Issue has been updated through 2003.

Invest in a Healthy State: Covering Tobacco Cessation Services Under Medicaid: A Toolkit
The Center for Tobacco Cessation, in partnership with the National Partnership to Help Pregnant Smokers Quit, developed this Medicaid and smoking cessation information packet.

There Is No Constitutional Right to Smoke
The Public Health Institute at the Technical Assistance Legal Center prepared this memo to explain how smokers do not have a fundamental right to smoke. Download at: http://talc.phlaw.org/cgi-bin/pubcgi/publications.cgi

New fact sheet from the Americans for Nonsmokers’ Rights on Ventilation

New Web site for Organized Labor and Tobacco Control Network

Tobacco Control Legal Consortium – Legal Update bulletin
The first issue of Legal Update, a short, user-friendly bulletin from the Tobacco Control Legal Consortium developed to bring updates on key legal developments affecting the tobacco control community, is now available. This bulletin introduces the Consortium and a new, free publication summarizing the issues and arguments most often raised when local smoke-free ordinances are challenged in court. Access the first Update, online at: http://www.wmitchell.edu/tobaccolaw/resources/LegalUpdate0604.pdf

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Coming in June 2004 - Worry-Free Advocacy Workshop for Nonprofits
The Alliance for Justice will present a one-day Worry-Free Advocacy Workshop covering the rules for lobbying and election-related activity by nonprofit organizations for nonprofit managers, staff and volunteers. Attorney-trainers will answer questions on lobbying; how much your 501(c)(3) can lobby; and how to produce a voter's guide or invite candidates to speak. The $30 registration fee includes all workshop materials, Alliance for Justice publications Being A Player and Worry-Free Lobbying for Nonprofits, and meals. The workshop will be held in Washington, D.C. on June 16 from 8:30 a.m. to 2:30 p.m. The same workshop will also be offered in New York, NY on June 24. Register online at http://www.allianceforjustice.org/nonprofit/WorryFree.html
For more information or questions, contact Ann Allegra at aallegra@afj.org, or (202) 822-6070.

Coming in July 2004 – SOPHE Tobacco Supplement
The July 2004 issue of Health Promotion Practice will contain a supplement titled: The Shifting Landscape: Tobacco Control and Prevention Five Years After the Master Settlement Agreement. The supplement is a practice-based collection of articles on the landscape after the landmark Master Settlement Agreement in 1998, and as such, represents a powerful educational tool to be used with policymakers, researchers, practitioners, as well as students. More than 18 articles are included in the 200+ page historical volume, addressing topics such as: 1) reflection on the first five years - successes and missed opportunities; 2) allocation of the MSA funds - priorities and disparities; 3) application of research and experiences resulting from the MSA to skill-based practice; 4) examination of the MSA contributions to population-based public health science and service delivery; and 5) effects of the MSA on the tobacco control movement - policy, personnel, infrastructure, advocacy, and coalitions in a wide range of settings.

Coming This Summer - Voices of Ruth: A New Partnership Helps Families Say “There Will Be No Smoking in Here!”
Voices of Ruth is a new resource that brings support, information and incentives to diverse, ethnic and faith-based communities throughout the U.S. interested in addressing smoke-free homes and cars. This program builds on Not In Mama’s Kitchen, a program that was started locally in California in 1999 and has evolved to fit a national and even international scope. As a complement to Not In Mama’s Kitchen, Voices of Ruth introduces new materials specific to secondhand smoke and clean indoor air in order to meet the needs of a wider audience.

According to co-developers Brenda Bell Caffee and Nina S. Jones, “Empowering families to recognize the importance of establishing smoke-free homes and cars is of vital importance. We feel the sacredness of our mission as we help our underserved communities protect children and their families from the devastating effects of secondhand smoke exposure.” Outreach activities through this partnership will include presentations and trainings, community support, material development and distribution and the management of two active Web sites: www.voicesofruth.com and www.notinmamaskitchen.com, which will be introduced before summer 2004.

If you are ready to initiate an indoor air campaign or would like more information, please call (601) 582-1115 or (866) 510-NIMK or email Brenda Bell Caffee at bbellcaffee@cs.com or Nina S. Jones at nina@voicesofruth.com.

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Clifford Chang
Hawaii Community Foundation
cchang@hcf-hawaii.org

Anita Gaillard
Indiana Tobacco Prevention and Cessation
agaillard@itpc.in.gov

Kathy Harty
Tobacco Technical Assistance Consortium
hartykc@msn.com

Billie Kaufman
Sullivan and Vigo Counties
C.H.A.N.C.E.S…for Indiana Youth,
Indiana Tobacco Prevention and Cessation Coalition
billie@cfiy.org

Judy Martin
Tobacco Free Nebraska
judy.martin@hhss.state.ne.us

Madeleine Solomon
Tobacco Technical Assistance Consortium
msolomon@ameritech.com

Carrie Sullivan
Tobacco Technical Assistance Consortium
carrie.sullivan@earthlink.net

Cindy Wostrel
Health Education Inc.
cwostrel@healtheducation.org

Tracie Yoshimoto
East Hawaii Island Tobacco Free Partnership
traciey@hawaii.rr.com

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Aliki P. Weakland, MPH, MSW
     Editor
 
Alison Sipler, MPH, CHES
     Managing Editor
 
Perry Stevens, MPA
     Contributing Writer
 
Carrie Sullivan, MPH
     Contributing Writer
 
Samantha Helfert, MLS
     Information Specialist
 
Lisbeth Klau, MPH
     Writer/Researcher
 
JoAnn Weiss, MA, MPH
     Writer/Researcher

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