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July 16, 2008

Leadership, Legacy, and Community: A Retreat to Advance Maternal and Child Health Scholarship and Practice University of Illinois at Chicago Forum. July 16, 2008. The Sociology of the MCH Industry: Utilizing Legacy and Leadership to Build a Community of Practice.

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July 16, 2008

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  1. Leadership, Legacy, and Community: A Retreat to Advance Maternal and Child Health Scholarship and PracticeUniversity of Illinois at Chicago Forum July 16, 2008 The Sociology of the MCH Industry: Utilizing Legacy and Leadership to Build a Community of Practice Mario Drummonds, MS, LCSW, MBA CEO, Northern Manhattan Perinatal Partnership, Inc.

  2. Presentation Objectives • Review Strategic MCH Legacy Moments that Propelled the Industry to Its Current Position. 2. Provide a Working Definition of MCH Leadership that Raises Key Theoretical and Practice Questions The Industry Must Address. 3. Define Community and What It Means to be A part of a Community of Practice.

  3. Legacy…Retreat to Advance…Return to History A Strategic Inflection Point is when the Balance of Forces Shift in an Industry from the Old Structure, from the Old Way of doing Business and the Old Way of Competing, to the New.

  4. MCH Legacy Moments If You Change the Rules You Change the Game! Signal the Beginning of the End for Certain Industries & Businesses Opportunity for New Period of Growth

  5. MCH Legacy Moments The History, Legacy, & Role of African & African-American Granny Midwifes who became the Only Newborn Delivery & Healthcare System in the African American Communities of the South from the Early 1820’s to the 1950’s

  6. MCH Legacy Moments • Merging Birthing Skills from Africa with the Obstetric Skills Learned from Nurses & Doctors • First Wave in the Fight Against Black Infant Mortality • Cared for Poor Black and White Mothers Where Therewas No System of Healthcare Throughout the South

  7. MCH Legacy Moments • Legacy of White Supremacy, Slavery, & Discrimination…Birthed A New System of Healthcare for African American Women and their Families • Besides Catching Babies, She was a Healer, A Spiritualist, Public Health Activist & Community Organizer

  8. Creation of the Children’s Bureau in 1912 • President William Howard Taft Signed into Law a Bill Creating this new Federal Government Organization in 1912. • Lillian Wald, of New York’s Henry Street Settlement House Influenced Congress through Grassroots Organizing to Pass this Law starting in 1903.

  9. MCH Legacy Moments • For the First Time the Federal Government organized an Agency that was Responsible for Investigating Infant Mortality, the Birth Rate, Establishing theNational Birth Registry, Orphanages, Juvenile Courts, Child Labor Laws and all Legislation Affecting Children and their Mothers!

  10. Blue Baby Operations at John Hopkins University • Dr. Alfred Blalock and Vivien Thomas, an African-American Laboratory Technician in 1944 performed the first Blue Baby Operation on a 15-Month-Old Girl. Cyanosis is a condition of bluish skin caused by lack of oxygen in the blood. They theorized that Cyanosis wasdue to the tightening of the pulmonary artery.

  11. Blue Baby Operations at John Hopkins University • They Perfected an Operation in which a Branch of the Aorta is Joined to the Pulmonary Artery Ensuring a Flow of Blood to the Lungs. The Procedure was Widely Adopted and Saved Thousands of Babies Lives In the United States and Across the World!

  12. MCH Legacy Moments • During the 1960’s American Witnessed a Growth of Neonatal Intensive Care Units Across the U.S.

  13. MCH Legacy Moments • Research Has Shown that HIV-Positive Women who Receive Anti-Retroviral Therapy During Childbirth areLess Likely to Transmit the HIV Infection to Their Children

  14. MCH Legacy Moments • During the 1980’s & 1990’s States Began to Adopt Regionalization of Perinatal Care Plans for Maternity Hospitals • 2003’s MCH Life Course Theory Developed by Dr. Lu!

  15. Leading Change • Leadership is the Self-Defined Capacity to Communicate Vision and Values While Providing Programs, Structures and Core Services that Satisfy Human Needs and Aspirations While Transforming People, YourOrganization and Society in the Process!

  16. Leading Change • Leaders Are Dealers in Hope! • Leaders Help Organize a People’s or Department’s Hopes & Dreams! • Leaders Take the Assets They are Given Today (People,Structure and Programs) and Make Them More Valuable Tomorrow.

  17. Leading Change • Leaders Stretch Their Organizations Beyond Their Current Capabilities and Structure by ChallengingEveryone to Do What They Think is Impossible to do.

  18. Leading Change • Leaders Have a Unique Interaction with Dangerousness as They Battle Against the Status Quo in Their Industry By Raising the Right Theoretical Questions, Proposing New Programmatic Solutions to Old Problems While Riding the Wave Towards Change.

  19. To Advance Maternal & Child Health Scholarship & Practice-You in This Audience Must Re-Invent MCH • Racism & Stress on Birth Outcome Studies • Social & Environmental Influences on MCH a. Built Environment Studies b. Demographic Changes in MCH Population

  20. Leading Change • Moving From Studying Health Disparities to Coming Up with Solutions to Achieve Health Equity !

  21. Leading Change • Perfecting & Operationalizing Life Course Theory a. Perfecting Theory-Setting Research Agenda b. Determine and Outline Policy Implications c. Deciding On the Education & Training Needs

  22. Leading Change d. What is to be Done? Organizational Implications Practice

  23. Leading Change • To Reinvent MCH A Ship Must be Built By Leaders & Followers to Make the Voyage

  24. Building a Community of Practice • Where Community Exists it Confers Upon its Members Identity, Values, a Sense of Belonging, a Measure of Security • A Department’s Values are the Link Between Emotion and Behavior. They are the Link between What Staff Think and What They Do

  25. Communities are the Generators and Preservers of Value Systems: Vision, Respect, Commitment, Teamwork, Results! 1. To perform up to the highest measure of competence, always. • To take initiatives, ask questions, absorb risks. • To adapt to change.

  26. Building a Community of Practice • To prevent disease, prolong life and promote health. • To publish research findings so others can learn! • To make decisions. 7. To work cooperatively as a team.

  27. Building a Community of Practice • To be open, especially with information, knowledge, and news of forthcoming or actual problems. • To trust, and be trustworthy. • To respect others (customers, vendors and colleagues) and oneself.

  28. Building a Community of Practice • Show a willingness to fail and be wrong. • To answer for our actions, to accept responsibility. • To judge and be judged, reward and be rewarded, on the basis of our performance!

  29. Building a Community of Practice • Members of a Community of Practice Deal with Each Other Humanely, Respect IndividualDifferences and Value the Integrity of Each Person.

  30. Building a Community of Practice • A Community of Practice Should Have a Sense of Where it Should Go (Vision-Strategy-Core Competencies) and What it Might Become (Organizational Change).

  31. Building a Community of Practice • A Community of Practice at a University, a Health Department or a local MCH Organization all Have Foreign Policies or Protocols to Interact with Representatives of Government, the Private Sector and the Local Communities They Have to Interact With Daily.

  32. Building a Community of Practice • A Community of Practice Abandons Policies, Theories and Practices that Fails to Achieve Measurable Outcomes for Mothers and Babies and Strives to Set the Agenda to Seek New Answers to Old Problems Despite Opposition from Higher Powers.

  33. Building a Community of Practice • Finally a Community has the Power to Motivate Their Members to Exceptional Performance. The Community Can Tap Levels of Emotion and Motivation that Often Remains Dormant. It Sets Standards of Expectation for the Professional and Nurtures a Climate Where Great Things Happen.

  34. CODA • The MCH Industry’s Legacy Achievements Outlined in This Speech Can Serve as a “Burning Platform” to Push the Industry to Greater Achievements in Research & Practice.

  35. Building a Community of Practice • The MCH Leader’s Job is to Transform and Empower Followers by Being the Change They Wish to See in the World, Acting with Deep Integrity, Consistency, and Transparency.

  36. Building a Community of Practice • Building a Community of Practice Is Hard Work. However, If it is Executed Correctly, the University,Health Department or Local MCH Organization Will Honor Their Leadership Mandate Which is to Unlock the Vast Potential in Your Organizations and Built Lasting Capabilities.

  37. For more information contact: Mario Drummonds, MS, LCSW, MBA Executive Director/CEO Northern Manhattan Perinatal Partnership 127 W. 127th Street New York, NY 10027 (347)489-4769 mdrummonds@msn.com

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