FEATURING: Developing Executive Leaders in Public Health Cohort 5
ASTHO and the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine, with funding support from Centers for Disease Control and Prevention, the Developing Executive Leaders in Public Health (DELPH) program. This program increases and strengthens participants’ visibility and exposure in public health systems, access to key networks, and leadership development opportunities.
OUR PROGRAM SEEKS TO ACHIEVE THIS GOAL BY:
• Empowering participants to be more visible in governmental public health.
• Expanding access to key networking opportunities for participants.
• Enhancing participant personal leadership identity.
• Creating strategic leadership development plans.
• Developing peer support network connections.
The DELPH program enhances the capacity and strengthens the network of mid-senior level governmental public health professionals seeking to advance their career regardless of race, color, religion, sex, age, gender, national origin, social orientation, gender identity/gender expression, or disability status. DELPH provides an intensive ten-month leader development cohort-experience including skill building workshops, coaching, professional networking opportunities, peer to peer support, and increased exposure to national thought leaders. Additionally, the program includes ongoing monitoring of program alumni, evaluation of changes in practice, an annual opportunity for alumni engagement and peer connections.
Keyonie James
Sam Jarvis
LaRita Jones
Aubrenie Jones
Remeka Jones
Courtney McFadden
Robert Palmer
Shenai Powell
Ana Scuteri
Eduardo Sida
Lawrence Young
LEADING TO LEARN: A CELEBRATION OF DELPH’S BOLD AND BRILLIANT SCHOLARS
“Leading to learn” has always been more than a motto for me — it’s a mindset that guides how I show up in spaces of growth, challenge, and transformation. As the Director of the DELPH program, I’ve had the privilege of working alongside a remarkable group of executive public health professionals — leaders who are dynamic, diverse, and deeply committed to serving the communities they represent.
Each DELPH session offers a masterclass in leadership from the scholars themselves. Their insights challenge convention, ignite conversation, and reflect the lived realities of public health leadership today. Whether it was someone boldly sharing, “I’m tired of being resilient,” or expressing, “I wish we had a book club,” these moments captured the spirit of vulnerability, depth, and curiosity that defines this fellowship.
DELPH is more than a professional development program. It’s a collective journey — one rooted in inquiry, connection, and transformation. Our scholars consistently embrace new ideas, question assumptions, and uplift one another in ways that make this experience exceptional. The courage they show, not just in leading, but in learning, inspires me daily. This year, however, has tested even the most seasoned among us. Public health leaders have navigated executive orders, cease-and-desist letters, and multi-million-dollar funding cuts — all while managing day-to-day operations, responding to rising measles cases, and preparing for future public health crises. Amid these challenges, our scholars continued to lead with resilience, strategy, and heart. I am in awe of their presence, growth, and leadership journeys unfolding before us.
In the spirit of growth, DELPH itself evolved this year. With guidance from our advisory board, we rebranded to Developing Executive Leaders in Public Health — a name that more fully captures the depth and direction of our work. While the name may be new, our foundation remains unchanged. DELPH continues to be anchored in the pillars that have always guided us:
• Authenticity: Cultivating genuine learning spaces where scholars can show up fully and explore both their leadership strengths and areas for growth.
• Intersectionality: Recognizing the value of varied professional experiences and how they converge to spark meaningful dialogue and innovation.
• Diversity: Embracing representation from across communities to deepen collaboration, creativity, and impact.
• Networking: Offering access to seasoned leaders, peer exchange, and subject matter experts to foster lasting professional relationships.
As this cohort completes their DELPH journey, I remain excited and hopeful for what’s next. These leaders are headed for the C-suite — and beyond. Their influence will shape policy, transform systems, and reimagine the future of public health.
To the scholars: thank you for bringing your full selves, your voices, and your vision. Your brilliance will continue to echo far beyond this fellowship — and I can’t wait to see what’s ahead.
Latoya Sahadeo, MPH DELPH Program Director
DELPH REFLECTIONS: FOR COHORT 5 SCHOLARS
Being in the original DELPH cohort was pivotal in my leadership journey, shaping both my career and approach to service leadership. As a reluctant leader skeptical of dominant culture leadership models that prioritize status, power, and control, I was encouraged to lead with intention, centered in my values of care, curiosity, compassion, and grace, commitment to collective good, and accountability to equity. DELPH intentionally and thoughtfully curated a nourishing space that encouraged us to challenge our assumptions about leadership and consider how we can uniquely step into the ever-expanding need for diverse leadership personas. DELPH deepened my capacity for reciprocal mentorship rooted in listening, reflection, and mutual respect. Through DELPH’s vibrant alumni community, I continue mentoring and being mentored, continually inspired by the thoughtful, creative, and tenacious experiences shared by peers.
2
I’m grateful and indebted to the Black women who conceived, founded, and continue to shape DELPH. Their modeling epitomizes service leadership culture that emphasizes care, compassion, inclusivity, truth-telling, and accountability. Through their example and coaching, I’ve learned to lead for results with purpose and gentle self-interrogation about how my actions align with my values, which grows my discernment about the leadership performance I expect from others. Following DELPH, the tangible signs of progress are evident — advancing in my career and salary, gaining access to influential leaders, and receiving more diverse opportunities to lead. But more importantly, I’ve gained the confidence to lead responsibly, together with a growing community who is committed to fair, just, and joyous options for anyone to lead, grow and thrive.
Participating in the DELPH program with ASTHO was pivotal for me. During C2, I was only two years into my role as Bureau Chief for Adolescent and Reproductive Health and still learning the nuances of leading this area. DELPH equipped me with the confidence to ask critical questions, advocate for myself, and support my team in evidence-based, impactful ways. It also empowered me to lead more effectively within my current position. One of the most meaningful aspects was connecting with a diverse network of public health executives who shared a mission-driven mindset. Together, we celebrated successes, navigated challenges, and built lasting connections. The DELPH staff were encouraging, authentic, and set high expectations that pushed me to grow both professionally and personally. Most importantly, DELPH reinforced my commitment to advancing equity, diversity, inclusion, and justice — especially in the face of the adversity our communities and public health systems continue to endure. This work is important and necessary, and the program further developed my ability to lead with intention, courage, and integrity in service of that mission. LUCI LONGORIA COHORT 1
2
My participation in the DELPH program was a truly pivotal experience, profoundly shaping my career trajectory as a Social Justice Strategist and public health leader. As a gay man born in Trinidad and Tobago, the program provided invaluable validation of my unique perspective, even as I navigated my professional path without a traditional degree, yet consistently found value among my highly educated peers. DELPH connected me with exceptional colleagues and thought partners, catalyzing remarkable career growth since joining the NYC Department of Health and Mental Hygiene.
The program’s human-centered and practical approach was instrumental. It deepened my commitment to driving systemic change, enhancing my capacity to address complex challenges and embed equity into large-scale public health initiatives — skills I apply daily. A key highlight was the celebration of diverse thought and the encouragement of constructive, thought-provoking conversation and idea exchange, particularly at the intersection of social justice and public health. In our ever-shifting sociopolitical and cultural landscape, DELPH underscored the imperative for public health leaders and social justice advocates to remain steadfast in their pursuit of equity. This transformative journey, enriched by strong friendships and professional connections, equipped me with refined leadership tools and a broadened perspective. For other public health professionals, DELPH is a vital investment in becoming a more impactful, equitable, and resilient leader.
COHORT 3
Let me just start off by saying, this program has been one of the most transformational experiences I have had both personally and professionally. The amount of detail and work that has gone into providing an educational experience and networking opportunities for us all has elevated us in many ways. I have for a while wanted to go outside my state government bubble and the DELPH program has marketed me as a mid-career public health professional on that national level. I have learned so much about myself and about others but most importantly, the relationships that have been built during the program and the tools that have been provided have been priceless. My cohort still continues to check-in on each other and host virtual “social hours.”
As a North African, Middle Eastern, Muslim, woman, I have always felt safe and comfortable contributing to discussions in the DELPH program. The guest speakers have been such an invaluable opportunity to add more tools to my toolbox and the in-person gatherings has been such a refreshing way to get connected postpandemic. As I would always say, I would do the program all over again if I could. I am still waiting for that DELPH Alumni reunion!
B. TAVARES
Being part of the DELPH program has been one of the most transformative and meaningful experiences of my professional journey. After more than a decade at the Rhode Island Department of Health, I found myself at a crossroads — feeling professionally stagnant and unsure of the path forward. The DELPH program arrived at what felt like the perfect moment, offering both clarity and renewed purpose.
Throughout the program, I confronted deep-rooted feelings of imposter syndrome, especially when surrounded by clinicians and individuals with advanced degrees. I often questioned whether I truly belonged in those spaces. DELPH provided a supportive and affirming environment where I was encouraged to grow authentically as a leader. It fostered a culture of collective uplift, where each of us was valued not only for our accomplishments but for our lived experiences and unique journeys.
The one-on-one coaching was instrumental in helping me refine my professional goals and align them with my personal aspirations. Through this guidance, I learned to trust my voice, recognize my strengths, and fully own the leadership space I occupy. Beyond the exceptional training and resources, DELPH gave me something far more personal, a community. Being in a cohort of professionals of color who reflected my own identity made me feel truly seen, supported, and empowered.
I am profoundly grateful for the opportunity to have been part of such a powerful, affirming, and life-changing experience.
COHORT 4 CHRISTOPHER WHITESIDE
COHORT 4
My experience with the DELPH program could not have come at a better time. I had been working in public health for quite some time as an epidemiologist. I did not really consider moving into a leadership position; however many of my colleagues and leaders saw my leadership potential. Oftentimes I was asked to lead projects, workgroups, and to act in positions higher than my current position. While this was occurring, I learned about the DELPH program. During the program I was able to immediately apply what I was learning and everything was pertinent. DELPH has given me the confidence I need to apply what I always had and for that I am very grateful.
DELPH has also given me connections with other like-minded public health professionals that have only enhanced and strengthened my resolve to be a leader in public health. Being with the other members of my cohort and seeing their drive and enthusiasm has a profound impact on me that I will cherish for the rest of my life.
MONICA
EDDY PIERRE
PASSING THE BATON
ENCOURAGING QUOTES FROM COHORT 4 TO COHORT 5
“As we pass the baton to the new cohorts, remember that you are already capable. DELPH is here to enrich your spirit and empower your inner voice.”
DELORIS WALKER
“Your beginning does not determine your end, and delayed does not mean denied. Remember that the race is not given to the swift, nor to the strong, but to the ones who endure to the end.”
“As you prepare for your transformative experience as a DELPH scholar, I invite you to view this nine-month adventure through the lifecycle of a butterfly. When you embark on this journey, embrace the spirit of the caterpillar. Consider the forums your chrysalis – a vital space for introspection and profound transformation. This is where you’ll consolidate your learnings, deepen the connections you’ve forged, and truly integrate your growth. By fully engaging in this process, you will emerge ready to spread your wings and confidently fly.”
“We are necessary. You all are necessary. Just period!”
TASHA CATRON
“Strap in and get ready for the ride for your life. You’ll grow and become everything you never thought possible. Continue to stand in places where you’re not just tolerated but truly celebrated.”
KRISTIAN MYERS
ZACHARY THORNHILL
INTRODUCING DELPH COHORT 5
The Association of State and Territorial Health Officials (ASTHO) and the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine are excited to introduce the next cohort of 16 mid-to-senior level governmental public health professionals for the Developing Executive Leaders in Public Health (DELPH) program. This cohort includes public health professionals representing 12 state/local health departments. The DELPH Team is excited to introduce you to our fifth cohort.
Since 2021, ASTHO’s DELPH program has made a significant impact on the public health landscape by equipping scholars with the tools they need to succeed,” says Joseph Kanter, MD, MPH, CEO of ASTHO. “DELPH alumni are excelling in areas such as data modernization, epidemiology, policy and planning. I have no doubt that this next cohort will be instrumental in positioning the field of public health to confront the complex challenges that lie ahead.
As we begin our fourth year of partnership, the collaboration between the Satcher Health Leadership Institute and ASTHO continues to thrive through the award-winning DELPH program,” says Sandra Harris-Hooker, PhD, Senior Vice President for External Affairs and Innovation and Interim Executive Director of the Satcher Health Leadership Institute at Morehouse School of Medicine. “The program’s recruitment and selection process highlights its ability to attract highly talented professionals who are deeply committed to advancing health equity and improving both current and future health outcomes across the nation. We are proud of the ongoing success of the DELPH program and look forward to welcoming Cohort Five!
Education:
• Master of Journalism - Graduated from Beaconhouse National University, Lahore, Pakistan
• Master of Public Policy and Human Development - Graduated from Maastricht University, Netherlands.
Achievements:
• Recognized in local media as one of Wisconsin’s 34 Most Influential Asian American Leaders, Madison365
Organizations:
• Article Board Member, River Food Pantry, Madison.
• Former Board Member, U.S. Green Building Council (USGBC)
SYED ABBAS
The best way to predict the future is to create it.
Abraham Lincoln
Here’s a leadership development resource I recommend, scan the QR to open: Atomic Habits by James Clear & Love and Logic by Charles Fay & Jim Fay
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
Over the years, I have had the privilege of meeting remarkable individuals who have shared their wisdom and passion for serving the community. One of the most influential mentors in my journey has been Assemblyman Samba Baldeh, who also served with me on the City of Madison’s Common Council. As the first Muslim African American to be elected to the Common Council, Samba’s leadership was incredibly inspiring. He not only mentored me on the intricacies of local politics and public policy, but also taught me the importance of perseverance and service in both politics and public health. I am also fortunate to collaborate with many others who are deeply passionate about improving public health and making a tangible difference in the community.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. A pivotal moment in my leadership journey was completing the Principles of Leadership Excellence Plus program offered by MRA. This training equipped me with valuable leadership tools and frameworks that I continue to apply in my work today. It provided me with a deeper understanding of leadership dynamics and how to effectively manage teams.
Additionally, my involvement in the DELPH Program has been transformative. It’s an opportunity to learn from and collaborate with exceptional mentors and peers. My mentor, Jimmy, has been particularly instrumental in helping me unlock my potential by highlighting my strengths and areas for growth. His mentorship has been key in shaping my approach to leadership and decisionmaking.
What does an idealized future in public health look like to you?
An idealized future in public health, to me, is one where health equity is not just a goal but a reality. In this future, everyone regardless of race, socioeconomic status, religion, gender or geographic location has access to quality health care, clean environments, and opportunities for health education. It’s a future where we can address deep social environmental justice issues and work towards resolving them!
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
I do volunteer at local food pantry. I also attend fundraising events for Afghan Refugees and help them out in Madison area by providing mentorship and training in business!
JEFFLYN BROWN
Education:
• Master of Science in Nursing, Capella University
• Bachelor of Science in Nursing – University of Wisconsin-Milwaukee
• Associate Degree in Nursing, Milwaukee Area Technical College
Achievements:
• Certified Public Manager (CPM) Program Scholar, Expected Completion September 2025
• City of Milwaukee 2025 Hero Award Recipient
• Over 23 years of health care experience, including more than 15 years in the nursing profession.
Professional Memberships and Affiliations:
• National Black Nurses Association (NBNA), Member
• American Organization for Nursing Leadership (ANOL)
Here’s a leadership development resource I recommend, scan the QR to open:
Our leadership is rooted in legacy, grounded in truth, and powered by the ancestors who walked before us.
Dare to Lead by Brené Brown
What does an idealized future in public health look like to you?
An idealized future in public health is one where health equity is at the core of every decision, ensuring that all individuals — regardless of race, socioeconomic status, or geographic location — have access to the resources and opportunities needed to live healthy lives. It’s a future where public health systems are proactive rather than reactive, utilizing data and technology to predict and prevent health crises before they occur. This includes meeting our residents where they are and empowering them to lead their own health initiatives, with public health professionals serving as facilitators, not just responders. In thisthe future, collaboration is the norm — health care providers, policymakers, and community leaders work together in a holistic approach to address the social determinants of health. There is a focus on ensuring that public health policies and practices are inclusive and culturally sensitive. Mental health is treated with the same urgency and respect as physical health, and environmental factors such as clean air and water are prioritized. Ultimately, the ideal future is one where health is not a privilege, but a fundamental right, and every community has the tools, resources, and support to thrive.
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
One of the most significant mentors in my public health journey was Dr. Bev Zabler, who sadly passed away in 2022. Bev was a powerful force in nursing, public health, and social justice. Her unwavering commitment to health equity and her deep belief in the voices and power of communities helped shape the way I lead and serve today. Bev had an incredible ability to connect policy, practice, and compassion. She challenged me to think critically, to question systems of oppression, and to always center those most impacted by inequity in the work we do. She didn’t just guide me professionally — she truly believed in me, especially during moments when I needed it most. Her mentorship was a blend of fierce advocacy, deep listening, and constant encouragement. To this day, I carry Bev’s wisdom, values, and spirit into every aspect of my work.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. A defining moment in my leadership journey came when the long-term care units at the Milwaukee Mental Health Complex officially closed. I was entrusted with leading the complex and deeply sensitive transition of all Family Careenrolled members from the institution into safe, supportive community settings. This was far more than a logistical challenge — it was a moment that demanded empathy, collaboration, and an unwavering commitment to person-centered care. Many of these individuals had called the complex home for decades, and the move required honoring their histories, respecting their needs, and navigating a fragmented system to ensure continuity of care.
Education:
• Bachelor of Science in Medical Technology, Michigan State University
• Master of Public Health, Michigan State University
• Graduate Certificate in Clinical Research Trials Management
• Advisory Council Member, University of Michigan Rogel Cancer Center
• Member, National Association of Chronic Disease Directors
SHARDE’ BURTON
Here’s a leadership development resource I recommend, scan the QR to open: Room At the Table: A Leader’s Guide to Advancing Health Equity and Justice
You have to act as if it were possible to radically transform the world. And you have to do it all the time. Dr. Angela Davis
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. One of my career-defining times occurred when I had the privilege of leading a statewide program aimed at increasing colorectal cancer screening rates. This program was crucial not only for public health but also in ensuring that vulnerable and underserved communities had access to vital preventive care. It was a comprehensive initiative that involved navigating grant reporting, managing federal funding, and working closely with a diverse network of clinic partners, each with their own set of needs and challenges. This required a deep understanding of both the logistical aspects of grant management and the sensitivities involved in working with health care providers who were at different stages of readiness and capacity. It was a delicate balance between ensuring compliance with federal funding requirements and adapting the program to meet the unique needs of each clinic partner and the communities they served. One of the most transformative aspects of this experience was learning how to effectively collaborate with a wide range of stakeholders, from health care professionals to community leaders, and ensuring that everyone was aligned in the pursuit of our common goal — improving colorectal cancer screening rates in underserved populations. It reinforced my belief that effective leadership requires both the ability to manage complex systems and the flexibility to adapt those systems in a way that truly serves the people who need it the most. This experience shaped my approach to leadership in public health by teaching me the importance of collaboration, perseverance, and maintaining a strong focus on the end goal — improving health outcomes for those who need it most.
What does an idealized future in public health look like to you?
Ultimately, the ideal future in public health is one where the work we do today leads to a future where everyone, regardless of their circumstances, can live a healthier life.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
I love to travel, read, play tennis, and recently, I’ve taken up adult tap dancing as a new hobby. I volunteer as a mentor to young women ages 13-24 through a non-profit organization in my community. In addition to my public health career, I serve as a birth doula and childbirth educator and co-founded North Star Birthing Services where we host an annual community baby shower to provide resources and essential items to families who are most in need during pregnancy and postpartum. This event aims to reduce some of the financial burdens new parents face and increase their access to resources, ensuring that they have the necessary support to thrive and promote positive birth journeys.
SAMUEL ELENWO
Here’s a leadership development resource I recommend, scan the QR to open: Emergent Strategy by Adrienne
Leadership is not about being in charge. It is about taking care of those in your charge.
Education:
• Doctor of Philosophy in Epidemiology – Walden University
• Mastor of Epidemiology and Biostatistics – Texas A&M Health Science Center
• Bachelors of Biology and Biomedical Science, Chemistry – University of Oklahoma
Achievements:
• Led the 2025 revision of the Pennsylvania Department of Health’s Language Access Plan
Organizations:
• Office of Health Equity Member-Pennsylvania Black Equity Research Consortium (in partnership with PSU)
• Contributor-CLAS Toolkit and LEP Language Access Assessment for State Health Entities
Simon Sinek
Maree Brown
What does an idealized future in public health look like to you?
To me, an idealized future in public health is one where health equity is no longer a separate initiative, but the standard. It’s a future where every community, regardless of language, race, income, geography, or immigration status, has unobstructed access to care, information, and opportunity. In this future, public health systems are proactive, not reactive. They are built on prevention, cultural competence, and data that reflects real community needs. Community voices aren’t just “included”; they are integrated into leadership, funding decisions, and program design. Technology supports — not replaces — human connection, and infrastructure is responsive to both crisis and everyday well-being. It’s also a future where public health professionals are valued as systems leaders, equipped with the tools and support to drive innovation, trust, and transformation across agencies and sectors. Ultimately, it’s a system that listens, adapts, and serves — with dignity, transparency, and justice at its core.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
I’m actively working on deepening partnerships with community-based organizations, academic institutions, and vendors to ensure our public health efforts reflect and serve the needs of Limited English Proficient and historically underserved populations. Longer term, I aim to grow into leadership roles that shape statewide health equity strategy, particularly at the intersection of policy, data, and implementation. I’m also continuing my doctoral work in epidemiology to strengthen my capacity to drive evidence-based, equitable public health systems. These goals reflect a commitment not only to programmatic improvement but to creating public health systems that are inclusive, resilient, and trusted by the communities they serve.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
I have several personal interests that keep me balanced and connected to my community. I enjoy volunteering through local public health outreach programs, especially those focused on health education, vaccination awareness, and language access for underserved populations. I also mentor students who are interested in careers in health care and public health. Outside of work, I prioritize fitness and staying active through regular workouts and outdoor activities. Traveling is another passion of mine — I love exploring new cultures and learning how different communities approach health and wellness. Most importantly, I value spending quality time with my family, which keeps me grounded and motivated. These interests not only enrich my personal life but also inspire the work I do in public health.
Education:
• Doctor of Philosophy in Public Health Leadership from University of Illinois at Chicago
• Mastor of Public Health in Epidemiology from Tulane University
• Bachelor of Science in Psychology from University of Houston
Organizations:
• National Association for County and City Health Officials
• Big Cities Health Coalition
• Council of State and Territorial Epidemiologists
• Texas Public Health Association
RITA ESPINOZA
Here’s a leadership development resource I recommend, scan the QR to open: Start with Why by Simon Sinek
I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation.
Harnessing my feelings of helplessness and anger post-George Floyd, in 2021 I led the development of a robust internal health equity workgroup devoted to embedding health equity into our policies, procedures, and decision-making. The group has produced awesome deliverables and are presenting at national conferences. Serving in this champion role broadened my ability to think systemically and make more strategic, inclusive decisions.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
I look forward to transitioning to work more locally to impact residents at the county level, strengthening relationships with staff and the community while ensuring a unified vision around health equity. I aim to prioritize collaboration across local sectors, particularly in areas like social services, housing, and behavioral health, and to invest in data-driven decision-making. Ultimately, I want to build a resilient, inclusive public health workforce and create systems that focus on prevention and long-term equity for all residents.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
Reflecting on my DELPH experience, I would recommend future scholars to fully engage with the network of mentors and peers, as the relationships built during the program are invaluable. Be open to feedback and self-reflection, as growth happens in those moments of challenge. Apply what you learn to your current work to create real impact, while always keeping health equity at the center of your leadership. Finally, balance long-term strategic thinking with immediate, actionable steps to drive change in your community.
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
My former supervisor of over 16 years first saw leadership potential in me when I didn’t even see it in myself; with barely two years of experience as a program health educator, she asked me to serve as program manager after she was promoted to another position. Over the years, she modeled a leadership style of accountability balanced with empathy. She also continued to ask me to rise to the call of broader leadership roles, culminating to my current role of leading a large, diverse staff of over 500 professionals within my administration. I learned that great leaders intentionally surround themselves with other great leaders, and that great work speaks for itself.
Education:
• Master of Public Health with a Certificate in Evaluation of Community Health Programs from the University of Pittsburgh
• Bachelor of Arts in Women’s Studies from Michigan State University
Organizations:
• Certified Public Health Professional
• Member, Alpha Kappa Alpha Sorority, Inc. ®
• National Peace Corps Association Association
KEYONIE JAMES
Here’s a leadership development resource I recommend, scan the QR to open: Unshackled Leadership: A Lantern for Black Women produced by Joia Jefferson Nuri
Service is the rent we pay for being. It is the very purpose of life and not something you do in your spare time.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
Reflecting on my experience in the DELPH program so far, I would encourage future scholars to fully embrace the executive coaching component — it has been one of the most instrumental parts of the program for me. The coaching sessions provided a space to reflect on my public health journey, clarify my professional value, and envision what’s next in my career.
My advice: be open, be present, and be intentional about what you want to get out of the experience. Don’t look at it as another accolade to add to your resume or LinkedIn profile. DELPH is also a space for growth, discovery, and empowerment.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. While studying abroad in India, I worked with a local health organization conducting wellness checks in rural communities. One day, I shadowed a community health worker who visited a young woman who had recently given birth. She lay weakly on the clay floor of her home, wrapped in a blanket with her newborn. The health worker checked on her, and we moved on. The next day, we learned that she had passed away due to anemia and postpartum hemorrhage. That moment changed everything for me. It was the first time I truly understood, in such a personal and painful way, that women can and do die before, during, and after childbirth — often from preventable causes. It was the beginning of my commitment to work in maternal and child health. Over time, I’ve come to understand that maternal mortality and morbidity is not just a global issue — it’s also a local one, especially here in the United States among African American women. The risk factors may differ, but the outcomes remain the same. That experience continues to drive my passion and shape my values as a leader.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
Following recent legislation that now allows pharmacists in our state to prescribe hormonal contraceptives, I worked with key stakeholders to submit an application to ASTHO to participate in a learning community on Implementing Pharmacist Prescribed Contraceptives. Our participation will help us better understand best practices and implementation challenges, and identify a framework that ensures access, safety, and equity in contraceptive care. This initiative is especially meaningful to me because of the potential it holds to expand access. By increasing the number of access points for contraception, we can remove barriers, particularly for underserved and rural populations, and help individuals better manage their reproductive health.
SAM JARVIS
Here’s a leadership development resource I recommend, scan the QR to open: Humbitious by Amer
Kaissi
Education:
• Bachelor of Arts in Biochemistry, Knox College
• Master of Science in Health Science, Western Illinois University Achievements:
• Certified in Public Health, NBPHE
• Adjunct lecturer, College of Public Health at the University of Iowa
People support what they help create.
Dale Carnegie
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
Dave Koch, our director during the COVID-19 pandemic, had a profound impact on my career and as a leader. I started my second opportunity to supervise at the department two months before the pandemic and as we kicked off our response, I experienced several adaptive challenges and interpersonal issues, among so many other challenges. He possessed so much humility and patience while working with me — those conversations really left an impression. I saw him navigate some of the most frustrating conversations and tense situations with a lot of humility, always with the goal of wanting to understand where people are coming from. I think about how he responded often when I am frustrated and feel the need to quickly respond.
What does an idealized future in public health look like to you?
The ideal future for public health is a well-connected workforce — from local to state government, non-profits, and the community — that is able to communicate, plan, and build toward healthier communities. Yes, it involves funding, skill building, and strategic planning and policy development, but it also involves trust and communication. It involves creating a common goal, where resources of “time, talent, and treasure” are focused toward. This takes active engagement and time. So, a future where we can achieve those things, is a future public health system that can tackle any issue or disease.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
I want to maintain the stellar team I get to work with every day. This team is no accident. We work well together, are high-achievers, and are passionate about public health. It takes effort and contributions from everyone, and I hope to maintain this level of engagement and excitement in our work together. It’s why I want to stay in local public health, where we’re closest to the ground and get to wrap our arms around the community.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. Early on, as a new public health professional working in emergency preparedness, I initiated and supported conversations to hold a full-scale exercise for an active shooter. The community had not exercised this scenario prior, so we planned several drills and tabletop exercises throughout the year leading up to the event. I was given a lot of support from our fire chief, who was also director of the county emergency management agency, through this experience. I saw how important it was to provide that to partners and for other initiatives. It made me realize that when I have the chance to do the same, it’ll be important to pay it forward.
You don’t have to set yourself on fire to keep others warm.
AUBRENIE JONES
Here’s a leadership development resource I recommend, scan the QR to open: You Don’t Need a Title to be a Leader by Mark Sanborn
Education:
• Master of Public Health – Middle Tennessee State University
• Bachelor of Science – Middle Tennessee State University
Memberships:
• Alpha Kappa Alpha Sorority Inc. (2011–Present)
• Tennessee Public Health Association – Board Member (2017–Present)
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
One of the most significant mentors in my public health journey is LaShan Mathews Dixon. She’s been more than a mentor — she’s also my sorority sister, former supervisor, and truly like extended family. What makes her so special is the way she shows up for me in all of those roles, depending on what I need in the moment. A woman of many “shoes,” LaShan has always encouraged me to see beyond the limits I placed on myself and to reject the limits others might try to put on me. During my time in the DELPH program, her support has been constant. She is the voice in my ear reminding me that I belong, that I have something to say, and that I deserve to take my place at the podium. She is the reason I’ve stayed in public health. Her belief in me helped me push through moments of doubt, and her example continues to shape how I mentor and support others. I carry her influence with me in every space I enter.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
My advice to future DELPH scholars would be to come into the program with an open mind and an open heart. This experience is about growth, so be ready to learn and stretch beyond your comfort zone. Block out time in your schedule for reflection and connection between intersession assignments; this will help you process what you’re learning and how it applies to your own work. Be prepared to start applying what you already know while also asking questions about areas where you don’t have all the answers. Use this opportunity to dig deeper into your organization and challenge yourself to think critically about the “why” behind what you do. Finally, show up and be fully present. DELPH is not a program where you want to be half-engaged because you will miss so much. The more you put into it, the more you’ll get out of it, so make the most of every session and interaction.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
Outside of work, I love spending time in nature, especially hiking and playing in waterfalls. Weight training is another passion of mine, and it’s something I do consistently to take care of my physical and mental health. I’m also a problemsolving creative. I enjoy crafting, whether it’s making centerpieces or designing personalized shirts. On top of that, I’m licensed to braid hair, which lets me express creativity while connecting with others in a meaningful way. I stay very active in my sorority, which gives me the chance to serve, lead, and stay rooted in sisterhood and community. Whether it’s through mentoring, organizing events, or volunteering, there is always something going on to ensure I am giving back and staying connected to the people and causes that matter to me.
LARITA JONES
Here’s a leadership development resource I recommend, scan the QR to open: Lead from the Outside
Education:
• Doctor of Philosophy in Lifespan Developmental Psychology – University of Alabama at Birmingham (UAB).
Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.
Frances Frei
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation.
Stepping into the leadership role of Logistics Chief on the Testing Task Force (TTF) at the California Department of Public Health during the COVID-19 emergency response opened the door to so many possibilities for me as a public health leader. The initiative of the TTF was to expand COVID-19 testing access in California, particularly for marginalized and high-risk communities. In this role, not only did I have the opportunity to support a high impact initiative, but I was able to utilize my health equity expertise to find unique ways to keep marginalized communities healthy and safe. I joined TTF shortly after moving to California, and it was a crash course in building collaborative partnerships both internal and external to CDPH. It allowed me to lead and learn from a large team with a spectrum of skillsets and talents, and to better understand the diverse communities we serve here in California. Perhaps most importantly to my leadership journey, the TTF Logistics Chief role allowed me to grow my confidence as a problem-solver, facilitator, and change-maker.
What does an idealized future in public health look like to you?
A future where every person — regardless of the communities they are a part of, where they come from or look like, or how they identify — has equal access/ opportunity to a full and happy life.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
My team will soon be taking on respiratory virus outbreak detection and surveillance for California. In addition to broadening our scope of work, I intend to broaden my leadership skills by leaning in and supporting my staff in developing their own talents and leadership skills. We are a small but mighty team, and this will be as much an opportunity for my team to grow their expertise as it will be for me to sharpen my mentorship skills.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community? When I have the opportunity, I volunteer with a couple of local adult autism support groups. In my free time, I enjoy painting, gardening, and attending comedy shows and concerts.
Education:
• Master of Public Health – Tulane University School of Public Health and Tropical Medicine
• Bachelor of Arts –Xavier University of Louisiana
Organizations:
• Member, Washington Public Health Association
• Member, Government Alliance on Race & Equity
• Member, Delta Sigma Theta Sorority Inc.
Leadership is reaching beyond your comfort zone. Bishop Vashti Murphy McKenzie
REMEKA JONES
Here’s a leadership development resource I recommend, scan the QR to open: Black Woman Leading with Laura Knights
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
One of the most significant mentors in my public health journey is Elizabeth Perez. Liz’s guidance helped me grow as a public health professional and a values-driven leader. She models how to lead with courage, compassion, and cultural humility, always centering the voices of those most impacted. Liz pushes me to think bigger, speak up even when uncomfortable, and trust my instincts.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation.
A pivotal moment in my leadership journey occurred when I led a safe sleep initiative aimed at reducing Black infant mortality in rural Texas. While we successfully improved access to resources and education, what profoundly changed my perspective was witnessing how systemic barriers, such as strict income limits for government assistance, trapped mothers in a cycle where earning just a little more meant losing essential support. This highlighted that poverty is not merely a personal struggle but a result of policy failures. I realized that the focus needed to be two-pronged: changing individual behaviors and transforming systems. This experience deepened my commitment to equity and rooted my leadership in addressing the fundamental causes of issues rather than just their symptoms.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
I love hosting gatherings that bring people together over good food and conversation. I also enjoy curating music playlists, taking spontaneous road trips, and finding joy in everyday life. I also volunteer at various youth-centered organizations focused on leadership development.
What does an idealized future in public health look like to you?
In my ideal vision of public health, equity isn’t an afterthought — it’s embedded in how we lead, invest, and make decisions. Communities most impacted by injustice aren’t just invited to a listening session; they lead the work. Public health moves beyond crisis response into long-term investment in systems that help all people thrive. Cross-sector collaboration is the norm because health is shaped by more than health care services, but also by safe and affordable housing, education, fair labor and wages, and justice. In this future, we’ll have data that reflects lived experience, a workforce that reflects the communities they serve, and a professional field that is people-centered, accountable, and rooted in equity and care.
COURTNEY MCFADDEN
Here’s a leadership development resource I recommend, scan the QR to open: Leadership on the Line by Ronald Heifetz and Marty Linsky Management is doing things right; leadership is doing the right things. Education:
• Master of Public Health – George Washington University
• Bachelor of Science – Howard University
Do you have a significant mentor who assisted on your journey in public health?
How did they make an impact?
I have had many mentors who have helped me throughout my public health career, the first being the late Dr. Robert Rinsky. He led by example and always encouraged openness and transparency. He would not say he was a great leader, yet he was.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. When I first became an official manager in job title, I took a management course and quickly learned I did not know much about management or leadership. The instructor asked us about Drucker, Heifetz, Collins, etc., and I had no idea. That was when I realized I had become one of those individuals that were promoted based off their subject matter expertise, but I felt I lacked the knowledge and skills of leadership and management. That encouraged me to learn and led me to the DrPH in public health leadership.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
Currently, I would like to focus more on developing future public health leaders. This includes my current staff and colleagues as well as working with academic partners to help shape the new public health practitioners and leaders.
What does an idealized future in public health look like to you?
That’s a great question, especially right now with limited resources and budgets dwindling. There is so much uncertainty. To me, my ideal future would be leading or helping to lead a local health department through these tough times by being strategic and prioritizing our resources and employees. I see public health leading the way to healthier communities by engaging them to create the road map to move forward. It’s important that this road map is created with the community and not just for them. This will align goals and identify resources available to help with the cause. As budgets continue to dwindle, we must get creative and create lasting partnerships.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
I like to spend time outside gardening, hiking, and walking. I also volunteer with my church community for women that have faced difficulties.
ROBERT PALMER
Here’s a leadership development resource I recommend, scan the QR to open: Situational Leadership II by Ken Blanchard
Where there is no guidance the people fall. But in an abundance of counselors, there is victory.
Proverbs 11:14 (NASB)
Education:
• Bachelor of Education in Biomedical Engineering and Electrical Engineering
• Bachelor of Science in Nursing equivalent
• Master of Science in Nursing
• Doctor of Philosophy in Biomedical Engineering – Vanderbilt University, Nashville
Organizations:
• Founding Board of Directors Chair, D.E.L.T.A. STEAM Academy (K-8)
• Council of State and Territorial Epidemiologists Data Modernization Workgroup member
• Six Sigma Green Belt
• Institute of Industrial Engineers
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
I do not have a significant mentor in public health, but using a collective of different people and roles to answer questions and fill gaps was how I grew into a broad understanding of public health and gained the ability to pivot into different roles as the agency needed.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
It is an honor to be selected. Take advantage of the experience by being an active participant not only with the program but with your new peers — I expect the relationships developed will last long past graduation. There are a number of opportunities for growth and self-reflection if you take the time and are willing to share. Lastly, you can be comfortable being yourself, so enjoy the experience.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
I see many opportunities for improvement in public health jurisdictions. The largest upcoming project I have is the implementation of the first ever statewide electronic health record for public health in Georgia. We have completed the procurement and are just starting the implementation. I am also involved in a number of other projects to improve modernization around surveillance and immunization.
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. One moment that was defining was when I started my role as a manager at a local hospital. I felt directed by God to take that position even though it was a lower title than the position I had at the time. I was informed on day one that I had 28 direct reports of varying roles including managerial, administrative, analytical, and clinical staff. It placed me in a position of optimizing not only staff efforts, but my role in serving them to reach their full potential and giving them the guidance and resources needed to perform well in their roles. In addition to prioritizing staff work, I needed to prioritize my time and energy to develop a high performing team. It also laid the groundwork for strategy and continuous quality improvement in terms of projects, people, and processes. As I performed at a level above my role, more projects and tasks were added, I was promoted, and I learned a lot from the experience.
SHENAI POWELL
Here’s a leadership development resource I recommend, scan the QR to open: The Memo: What Women of Color Need to Know to Secure a Seat at the Table” by Minda Harts
Education:
• Bachelor of Science in Biological Engineering –Louisiana State University
• Master of Public Health –Tulane University
• Doctor of Public Health student – Tulane University (Anticipated Graduation Date: Fall 2026)
Organizations:
• Texas SOPHE 2025 Graduate Board Member
• BCAH Alumna Cohort 2, 2024-2025
• APHL Public Health Genomic Data Internship Engineers
If they don’t give you a seat at the table, bring a folding chair. Shirley Chisholm
Share one moment in time that was a career defining moment for you in your leadership journey. Be sure to include any key programs, initiatives, or partnerships and how it helped in your transformation. One defining moment in my leadership journey was experiencing the consequences of ineffective leadership. Early in my career, I worked under individuals who lacked clarity, emotional intelligence, and the ability to inspire. While the experience was difficult, it ultimately shaped my understanding of what leadership should look like. It taught me the importance of communication, consistency, and fostering a sense of purpose in every interaction. Rather than becoming discouraged, I sought out programs that emphasized strong, equity-focused leadership. Participating in initiatives such as the ASTHO Building Capacity to Advance Health program and pursuing my doctoral studies at Tulane University helped refine my leadership philosophy. I committed to leading with authenticity, encouraging collaboration, and using data to drive meaningful change. These experiences taught me that leadership is not about titles or control. It is about building trust, creating space for others to thrive, and remaining grounded in service. The absence of effective leadership revealed my own potential and fueled my transformation into the leader I am becoming.
What does an idealized future in public health look like to you?
An ideal future in public health is one where equity is the norm rather than the exception. In this future, no one’s health is determined by their zip code, race, income, or immigration status. Public health systems are well resourced, community-led, and guided by leaders who reflect and understand the populations they serve. Data informs action and is used to eliminate health disparities through policies rooted in justice and lived experience. Preventive care is fully accessible, and every individual receives culturally responsive services across their lifespan. Technology supports public health efforts but never replaces the importance of personal connection and community trust. Public health education is integrated into schools, workplaces, and neighborhoods so that people are equipped to shape their communities’ wellbeing. Leadership is collaborative, transparent, and accountable. Government agencies, nonprofit organizations, and private sector partners work together with shared values and long-term commitment. The workforce is diverse, respected, and supported in driving innovation and advocacy. This vision requires courage and investment. It demands that we reimagine what is possible and honor the strengths within every community. I believe this future is within reach because I see it being built every day by people who refuse to settle for less.
Leaders aren’t born; they are made. And they are made just like anything else — through hard work. Vince Lombardi
ANA SCUTERI
Here’s a leadership development resource I recommend, scan the QR to open: Dare to Lead by Brené Brown
Education:
• Master of Public Health concentration in Epidemiology –Florida International University
• Bachelor of Science in Psychology –Florida International University
Organizations:
• Member, Council of State and Territorial Epidemiologists
• Member, Florida Public Health Association
Achievements:
• 2023 Florida Outstanding Woman in Public Health award and being select to be part of DELPH’s fifth cohort.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
This program offers a once in a lifetime opportunity to become a better leader and public health professional. It offers tools and resources that will help in your everyday routine. You will also have an opportunity to network with colleagues in leadership roles and share experiences with leadership programs. These colleagues will become your best friends, including ASTHO staff. Everyone is ready and willing to help when needed. The program is also a commitment; there is homework and meetings you must attend, so make sure you have the time to invest in yourself and your professional growth before you consider applying for it. Overall, this is the best experience I have had in leadership.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
My future goals are to continue my professional growth so I can become a better leader. I also plan to continue working on improving community health. Our agency is medium in size and with limited resources we don’t always have the ability to evaluate our programs; however, we can partner with academia to lead an initiative that I believe will lead to tangible improvements in the well-being of our community. I am also committed to mentoring the next generation of public health professionals by sharing my knowledge and experience. I have 10 years left in my professional career, during which I will continue enhancing my skills and staying current with the latest best practices by engaging in continuous learning through conferences, workshops, and professional development activities.
What does an idealized future in public health look like to you?
An idealized future in public health is living in a world where everyone can achieve their full potential for health and well-being across their life span, which is the definition of health equity. Everyone should have a fair opportunity to be healthy. Public health professionals working and collaborating with community partners on addressing disparities in areas like income, education, housing, access to healthy food, etc. Also, empowering community by offering education and accessible information so they can make informed decisions and actively participate in maintaining their well-being. Public health can’t do it all; stronger communities have partnerships that mobilize communities and foster collaboration across various sectors including health care, education, housing, transportation and environmental agencies to address health challenges. All this can be done with adequate and sustainable funding. An ideal public health should also foster a culture of ongoing evaluation, research, and quality improvement to ensure effectiveness and adapt to emerging challenges.
Education:
• Master of Public Health, Policy and Administration
• Doctor of Public Health Student –Emory University
Achievements:
• Good Government Award Recipient, City of Perris Proclamation for Fellowship
• Master Gardener
EDUARDO SIDA
Here’s a leadership development resource I recommend, scan the QR to open: My Beloved World by Justice Sonia Sotomayor
Do what you feel in your heart to be right, for you’ll be criticized anyway.
Eleanor Roosevelt
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
Having the opportunity to be mentored and coached by a visionary leader who had over 20+ years of experience as a public servant propelled me to feel confident in my ability to grow as a leader. My mentor provided me with opportunities to showcase my strengths and opened doors to continue to develop programming that would benefit communities.
Do you have future goals related to your public health career or upcoming projects you are about to take on?
I have been accepted into a doctoral program at Emory University and will start my doctoral journey this fall. The concentration of the degree is evaluation and implementation sciences to hone my skills in translating evidence into practice. I look forward to developing tools and increasing the practice of implementing evidence-based approaches to public health strategies and interventions.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
The DELPH program has provided an integral community of colleagues and peers during a time when public health is facing multiple challenges. It has been a rewarding, re-energizing, and safe space to continue building on the development of my leadership journey while learning from others who have experienced similar challenges. I look forward to the DELPH sessions and greatly enjoy the in-person sessions as we build trust and camaraderie amongst the cohort. I am honored to be part of this program and highly recommend it to aspiring public health leaders!
What does an idealized future in public health look like to you?
An idealized future in public health would be the public we serve understanding the importance of public health methodologies and science in protecting its health. I want communities to know that public health is working when we do not see high rates of mortality and morbidity and that we provide resources, strategies, tools, and connections to allow the public to reach their optimal health. In the current state of public health, there is growing mistrust in communities, and they are steering away from prevention strategies that have been at the heart of eliminating diseases. Ideally, public health can at its core remain a sector of evidence and science and not a political driver.
LAWRENCE YOUNG
Here’s a leadership development resource I recommend, scan the QR to open: How to Lead When You’re Not in Charge: Leveraging Influence When You Lack Authority
When you get these jobs that you have been so brilliantly trained for, just remember that your real job is that if you are free, you need to free somebody else. If you have some power, then your job is to empower somebody else. This is not just a grab-bag candy game.
Education:
• Bachelor of Arts in Psychology and Public Health –Morehouse College
• Master of Public Health – Emory University
Organizations:
• Policy Advisory Committee, The Donaghue Medical Research Foundation (2016-2024)
• Vice President, Urban League of Greater Hartford Young Professionals (20172020) Fellowship
• Board Member, Intercommunity Health Care (20192020)
Do you have a significant mentor who assisted on your journey in public health? How did they make an impact?
I met Dr. Younge while studying psychology at Morehouse College. I was immediately drawn to her deep commitment to our learning, growth, and development. She consistently challenged us to think outside the box and to “exhaust all of our resources” when approaching any problem. Dr. Younge had a profound impact on my academic and professional journey. She not only welcomed me into her research lab but also facilitated opportunities for me to present at two international conferences as an undergraduate. Under her mentorship, I was able to work toward publishing my first research journal article. She later served as an advisor for my Master’s thesis, wrote numerous letters of recommendation on my behalf, and dedicated countless hours to coaching and encouraging me as I grew into a public health professional. Dr. Younge is a true example of paying it forward, and I feel truly blessed to have her as both a mentor and a friend.
Reflecting on your own experiences in DELPH to date, what insight/ recommendations would you provide to future DELPH scholars about their participation in the program?
My biggest insight for future DELPH scholars is to fully lean into the experience and treat it as an investment in both your leadership and your well-being. DELPH offers a rare opportunity to step outside of the daily demands of public health work and focus on growing your vision, skills, and network in a meaningful way. I would recommend being intentional about building relationships with your cohort. The connections you form with fellow scholars, mentors, and faculty will be some of the most valuable outcomes of the program. These relationships can offer both professional support and personal encouragement long after the program ends. I would also encourage future scholars to stay open to new ideas, even if they challenge your current ways of thinking. DELPH is designed to stretch you, to help you imagine new possibilities for leadership, and to prepare you for the complexity of leading in a rapidly changing public health landscape. Finally, be sure to document your journey. Reflect often, write down your growth, and celebrate the wins along the way. DELPH is not just about developing skills; it is about affirming your place as a leader who can drive transformational change in public health.
Do you have any hobbies, personal interests or do you volunteer in personal ways to give back to your community?
Outside of my public health work, I’m passionate about storytelling, mentorship, and creating spaces that uplift others. I write and speak openly about topics like self-worth, identity, and relationships, particularly as they relate to Black LGBTQ+ experiences. One of my creative projects includes writing a book that blends personal narrative with social commentary to reflect the complexities and beauty of Black queer love.
ABOUT ASTHO
ASTHO is a nonprofit organization committed to supporting the work of state and territorial public health officials and furthering the development and excellence of public health policy nationwide.
ASTHO’s membership is comprised of 59 chief health officials from each of the 50 states, Washington, D.C., five U.S. territories, and three Freely Associated States. ASTHO also supports peer communities of state and territorial health leaders and senior executives in health departments who work with the over more than 100,000 public health professionals employed at state and territorial public health agencies.
ASTHO’s primary functions are to:
• Develop strong and effective public health leaders.
• Improve public health through capacity building, technical assistance, and thought leadership.
• Advocate for resources and policies that improve the public’s health and well-being.
• In all our endeavors, we aim to promote the advancement of equity and optimal health for all.
In all our endeavors, we aim to promote the advancement of equity and optimal health for all.
OUR VISION
State and territorial health agencies advancing health equity and optimal health for all.
WHAT WE VALUE:
OUR MISSION
To support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being.
Leadership: We empower individual and collective initiative, innovation, and ingenuity within our organization, and among members and stakeholders, to advance health equity and organizational excellence.
Respect: We demonstrate appreciation for the abilities, expertise and diverse perspectives of our colleagues, partners, and members.
Integrity: We expect one another to be honest, trustworthy, kind, and reliable and we keep our commitments to our colleagues and to our members and partners.
Diversity and Inclusion: Through our policies as an organization and behaviors as individuals, we strive to foster a sense of belonging among every individual and practice respect for and understanding of all cultures, identities, perspectives, beliefs, and abilities.
Collaboration: We promote equal partnership, inclusion, and information-sharing among staff, members, funders, and external stakeholders to achieve strategic priorities and goals.
Responsiveness: Our practices are forward-thinking, thoughtful, timely and relevant, anticipating the needs of staff, members, and other stakeholders to provide necessary insights and support.
ABOUT MSM-SHLI
The Satcher Health Leadership Institute (SHLI) aims to be the leading transformational force for health equity in policy, leadership development, and research. Rooted in the legacy of founder, the 16th U.S. Surgeon General, Dr. David Satcher, SHLI’s mission is to create systemic change at the intersection of policy and equity by focusing on three priority areas: the political determinants of health, health system transformation, and mental and behavioral health. In conjunction with key strategic partners, SHLI enhances leadership among diverse learners, conducts forward-thinking research on the drivers of health inequities, and advances evidence-based policies; all in an effort to contribute to the achievement of health equity for all population groups.
The DELPH team is proud to celebrate the successful culmination of our fifth cohort. We are thrilled to witness the achievements of Cohort 5, those they’ve already accomplished and those still on the horizon. The DELPH program is truly a team effort with staff from ASTHO and MSM-SHLI.
The DELPH Team would like to thank the staff and professionls that made this magazine possible.
THE ASTHO COMMUNICATIONS TEAM
Andrew Tucker, Senior Director, Content Development, ASTHO
