— NLAPH Fellow, Year 1

"The tools and resources that were shared with me and my team throughout the National Leadership Academy for the Public's Health were indispensible for me in my growth as a leader."

Evaluation and Impact

bike lane long view
The Center for Health Leadership and Practice has run various academies over the years, including the National Leadership Academy for the Public's Health (NLAPH) and the California Leadership Academy for the Public's Health (CaLAPH). Both programs have benefited from an evaluation component, which takes into account the program’s background and implementation, participant satisfaction and progress, and program outcomes.


The first cohort of the National Leadership Academy for the Public's Health (NLAPH) finished their program in 2012. Since then, the program has seen…
  • 122 multisector teams that included
  • 565 fellows representing
  • 20+ disciplines from
  • 45 states and territories
For more about the program, please visit the NLAPH Program Page.
Every cohort of NLAPH has included an evaluation component, which takes into account the program’s background and implementation, participant satisfaction and progress, and program outcomes. The NLAPH Cohort 6 Evaluation Report, the most recent evaluation of the NLAPH program, discusses the learning and leadership journey of the 2017 cohort. This report was prepared by our external evaluation partners at the Center for Community Health and Evaluation.



Three issue briefs on the impact of NLAPH are available for download. These documents focus on policy, cross sector leadership, and systems change. The briefs are part of a suite of reports on results of an evaluation commissioned by the Robert Wood Johnson Foundation to assess the longer-term impact of NLAPH on development of critical leadership capacities and the impact on community health.



The fourth cohort of CaLAPH is approaching the end of its program year. The CaLAPH Cohort 3 Evaluation Report is the most recent information to be released from our evaluation partners at the Center for Community Health and Evaluation. Since the first cohort, which began in 2013, participation has included:
  • 90 leaders from
  • 19 teams representing
  • 17 counties
For more about our CaLAPH teams, please visit the CaLAPH Program Page.



The amazing work that takes place as part of our leadership academy does not end with the program year but continues through ongoing efforts to advance team leadership skills and achieve health equity in communities across the nation. Read our most recent updates below.
Several alumni recently participated in a web meeting (Communities of Practice, “Communication: Messaging and Framing” on September 25). We got some great updates from them, including how they have used communication strategies they learned during the program and others they have developed since.
Brian Kates with the Colorado Community Center Collaborative in Colorado Springs (NLAPH Cohort 2 – 2013) shared some of the techniques he and his team have used to accomplish some of their goals around physical activity and access to parks and recreation. According to Kates, the following strategies have been key to their multi-sector collaborations and the sustainability of their work: open communication, finding common ground (like a Venn diagram), knowing your audience and having as many concerned parties at the table as possible. He also recommends becoming aware of all that is going on in the world so that you can see what change is on the horizon. Kates mentioned a recent study on loneliness and said about the goals of parks and recreation and making community spaces available, “loneliness is on the rise and that's something we can work on.”
Jennifer Kinney with Team Awesome (Immunization Project) in Maricopa, AZ (NLAPH Cohort 1 – 2012) remembers that for their policy and public health successes, they brought in right stakeholders and had an effective slogan as part of their messaging. Kinney and her team’s work resulted in legislation that required health plans to pay county health departments as in-network providers for privately purchased vaccines. Kinney’s team was also able to raise reimbursement rates for the private sector to 120% of the cost of the vaccine (to cover insurance, storage, handling etc.). They implemented a full billing program within public health and, to date, have been able to get $20 million in reimbursements back to clinics to purchase vaccines. Kinney credits much of their success to the fact that there were so many partners that were willing to help.
We were also joined by Phil Konigsberg and Nancy Copperman from the Queens Tobacco Control Coalition in New York City (NLAPH Cohort 2 – 2013). Their coalition’s work has resulted in a marked decrease in exposure to marketing of tobacco products to underage children. They boast the largest smoke-free building in New York (possibly in the country), which has 1844 units! They are still working to increase the amount of smoke-free housing in Queens. Part of their success, Konigsberg says, is due to looking closely at issues, including economics around luxury condos, which were charging more for smoke-free housing. Their group was able to leverage public relations connections and media work, and now Multiple Listings now has a filter for smoke-free housing. Now, when they go out to speak to different groups (legislators and private communities), they go out with a multi-sector task force: community advocates, health system, and NYC Department of Health. They went to all 14 community boards individually and as a result of their work, 13 passed smoke-free recommendations so that when buildings came up for zoning approval, they could document that they supported smoke-free housing. This was a big win for the coalition because it meant they were smoke-free from the start rather than needing to be converted later. There are over 10,000 units in New York City now! Konigsberg says that NLAPH provided him the confidence to approach potential partners and make all this happen.