Prepare and Support Our Chief Health Strategists on the Front Lines

[...]our primary recommendation in the report was for public health leaders |lo| embrace the role of ChiefHealt.h Strategist for their communities-working with all relevant partners so that they can drive initiatives ineluding those that explicitlyaddress 'upstream' social determinants of health.4(p5) There are numerous remarkable models of such leadership across the nation, including people like Leana Wen in Baltimore, Maryland, who has employed traditional and modern public health approaches to address all the determinants of health for her community when dealing with violence, opioids, and maternal health.4 We also called for specialized training for the public health workforce-not only for the future hut also for today's existing workforce. Among the qualities identified as important for PH3.0-style leaders and workforces were to acquire and strengthen its knowledge base, skills, and tools to meet the evolving challenge's to population health, to be skilled at building strategic partnerships to bring about collective impact, to harness the power ofnew types ol data, and to think and act in |a| systems perspective.4^30 This will require a strong pipeline into the public health workforce as well as access to ongoing training and midcareer professional development resources. Public health departments should engage with community stakeholders-from both the public and private sectors-to form vibrant, structured, cross-sector partnerships designed to develop and guide Public Health 3.0-style initiatives and to foster shared funding, services, governance, and collective action. 3. Timely, reliable, granular-level (i.e., subcounty), and actionable data should be made accessible to communities throughout the country, and clear metrics to document success in public health practice should be developed to guide, focus, and assess the impact of prevention initiatives, including those targeting the social determinants of health and enhancing equity. 5.