#  Shifting Culture without a Louisville Slugger: Building Trust, Pride, Honesty, and Integrity

# 2006 - 2007 

# 

#  Environmental Public Health Leadership Institute Fellow(s):

# Matthew T. Rhodes, B.S., R.S.

*Environmental Health Administrator;* *Louisville Metro Health
Department*

*400 East Gray Street*

*Louisville, KY 40202*

*(502) 574-6650*

*Matt.Rhodes@louisvilleky.gov*

# Mentor:

### **Dwayne Roadcap, REHS, CPSS, AOSE**

*Program Manager, Virginia Department of Health*

# (Acknowledgements):

### **Yoofi Crentsil**

*Environmental Health Supervisor, Louisville Metro Health Department*

### **Debbie Embers**

*Environmental Clerk, Louisville Metro Health Department*

**Leslie Jenks**

*Environmental Health Specialist, Louisville Metro Health Department*

### **Michelle Montgomery** 

*Environmental Health Specialist, Louisville Metro Health Department*

**Faye Saleh**

*Environmental Health Specialist, Louisville Metro Health Department*

**Sheila Andersen**

*Program Administrator, Policy, Planning and Evaluation, Louisville
Metro Health Department*

**Judy Nielsen**

*Deputy Director, Louisville Metro Health Department*

> ![](media/image1.jpeg){width="1.3756944444444446in"
> height="0.6368055555555555in"}

# EXECUTIVE SUMMARY:

The Louisville Metro Health Department's (LMHD) Division of
Environmental Health and Protection (the Division), has operated under a
traditional business model for years. The model emphasizes task
assignment and prioritization through supervisory instruction to
employees. The environmental health staff performs significant and often
changing assignments including emergency response, protecting the local
food supply, and managing risks from many other environmental hazards
(sewage disposal, drinking water, pools, etc.) The pyramid
organizational structure provides continuity in completing tasks, but
has limited the ability for Division growth. Currently the division
staff completes tasks and mandated inspections disconnected from how
their actions relate to national public health goals. Direct tasking has
led to a less than efficient model in attaining positive public health
outcomes. Without understanding the relationship to the national public
health goals, division employees often feel that their work is
unappreciated. Staff also believes that job performance is only measured
by number of services rendered. This mental model can lead to a sense of
apathy. Lowered employee morale prevents the division from reaching its
maximum potential with relation to the 10 Essential Health Services.
Several factors contribute to the problem including loss of personnel,
shifting goals, lack of employee control in the decision making
processes, and increased workloads. The division's management staff has
also experienced challenges since merged government was introduced in
2003. This project describes how focusing on staff behaviors and mental
models as a first step can build a learning organization. Additionally,
the project outlines a method for assessing and measuring the LMHD's
professional culture through the use of systems thinking and other tools
learned through the Environmental Public Health Leadership Institute.
The LMHD experience will be chronicled to show how to maintain a high
professional standard through stakeholder buy-in, building trust between
the workforce and management, and creating feedback loops to measure
success. The project focuses on the essential service to maintain a
competent workforce and supports the Center for Disease Control and
Prevention's strategy to revitalize environmental public health
services.

# INTRODUCTION/BACKGROUND:

Located on the Ohio River in north central Kentucky, Louisville serves
as the economic center of a two state, multiple county region. Jefferson
County covers 386 square miles and is home to approximately 750,000
people. Numerous public health concerns exist in a city of this size.
Public health professionals are tested daily to meet the ever growing
demand for public health services. Budget cuts over the last several
years have made it difficult for the LMHD to meet state mandated
inspection totals for restaurants, pools, and other facilities. Despite
the budget cuts, LMHD has expanded enforcement over second hand smoke in
public buildings, and adult entertainment establishment inspections. The
LMHD is also developing response plans for proposed legislation to
regulate trans fat in foods served at restaurants.

Environmental health professionals do not always appreciate how their
daily activities can impact long-term public health goals. Stated
differently, a mental disconnect can exist between employee actions and
their impact on the Division, with regard to public health outcomes.
Expectations vary greatly among public health professionals on how to
perform their work. These individualized expectations can evolve into
unwritten rules of practice that are not readily identified or
understood by management, which can lead to weakened public health
outcomes if left unattended. Likewise, unwritten organizational goals
lead to misdirected environmental health professionals and deter meeting
public health expectations. This project began with an understanding
that an organization can only grow when everyone contributes toward a
common goal and understands how daily activities support long-term
goals. With that understanding, this project considers how management
can address professional culture and staff habits to assure that a
learning organization develops, which is fueled by synergistic growth
from engaged employees.

Emergency response, protecting the nation's food supply, and mitigating
environmental issues that lead to minimizing health risks are
significant responsibilities of environmental health professionals. How
does a learning organization assure a competent workforce with so many
critical functions? How does a public health agency inform, educate and
empower while motivating staff to accomplish more? Moreover, how does a
public health agency assure that an expected level of professional
standards exists? Of the 10 Essential Services, public health managers
may not fully consider methods to adequately develop and assure that a
competent workforce exists (Essential Service #8). Any sustaining
profession must assure a competent workforce. However, educational
competency means little if your organizational culture allows for
lowered expectations. The first step to assuring competency is to assess
your organizational culture (internal and external perception).

Assessment tools to measure professional culture are not easily
implemented because it is inherently abstract. Public health
organizations sometimes view success as the ability to provide its
services and/or products with efficiency. Efficiency is then measured by
numbers of services or products (units produced over time). This project
suggests that this type of bean-counting is an input measure rather than
an output measure of a public health organization's success. Most often
overlooked are the service providers that carry out the organizational
goals. This study will detail a year long investigation into assessing
professional culture, setting a current reality, inspiring a shared
vision, and utilizing tools such as a Code of Integrity to establish
written professional expectations. Also detailed is how the Code of
Integrity helped create a sense of pride, honesty, and accountability.

In these times of shrinking budgets and diminishing resources, public
health organizations must find ways to become more efficient. One
remarkable finding from this project confirms that organizations do not
need a large funding source to become more efficient. Public health
organizations do not have the luxury to "throw money" in an attempt to
improve efficiency. In reality, this approach is rarely effective. The
dilemma of solving personnel and efficiency issues is one that is quite
complex. The question and the answer are the same; the people are your
challenge, yet the people are your answer. The challenge is to provide
leadership and a culture that ensures staff engagement. Allowing staff
to be involved in the decision making processes will greatly enhance the
division's success.

The Division has oversight of traditional environmental health programs
including food hygiene, mosquito control, swimming pools, rabies
control, onsite sewage, and several others. The Division aspires to
assure that all services are efficiently delivered and that public
health goals are met. While personnel issues are a concern with any
organization, they have become especially important with the Division
because the growth in quantity and quality of services provided
eventually contributed to a staff culture of disengagement. "Close
enough for government work" became accepted practice. Division
leadership observed a pattern of staff behavior that suggested staff did
not value or understand how their behaviors negatively impacted public
health goals. A vicious cycle developed. The mental models of embracing
mediocrity lead to lowered expectations, which further devalued the work
performed and lowered morale. Low morale lead to mediocrity. Management
staff experienced changes that exacerbated the situation. Specifically,
merged government brought a new organizational administration, which
mandated that management work more hours without further compensation,
receive modest yearly pay increases or none at all, and in some cases
supervise more staff due to loss of supervisory personnel slots.
Consequently, management staff lacks motivation to oversee wholesale
changes. Unwillingness by management to readily change its business
model or approach projects with inclusive perspective strains relations
between management and staff. Increased media scrutiny has created an
atmosphere where people are afraid to make mistakes, which may lead to a
lack of action in situations.

Changing mental models in regard to the environmental health profession
can only be met through shifting culture within the public health
organization. In order for the environmental health profession to change
from the "Silent Profession", each public health organization must meet
the challenge by providing leadership models that encourage, empower,
and establish sustainable patterns for growth.

####### ***Problem Statement:*** 

####### LMHD, like other health departments across the country, has experienced budget and personnel cuts over the last several years. Meanwhile, workloads and expectations continue to grow. An increase in disciplinary interventions has also occurred over the last few years. Employee mental models include a traditional pyramid structure with a top-down management style, an us vs. them mentality (staff vs. management), and quantity matters more than quality. A management goal has long been to bridge that disconnect and understand how its actions help sustain the work environment that it desperately wants to change. Despite recognizing the disconnect, LMHD has not made great progress in successfully addressing the heart of the issue. 

####### Why despite the best efforts at hiring, educating, and training environmental health staff is LMHD unable to achieve the expected level of professional behaviors and standards?

-   Why do employees believe that they can accept mediocrity and
    rationalize behaviors that prevent a high level of performance?

-   Why is there limited accountability to public health goals?

-   Why have lowered standards become accepted over time?

-   Why does staff feel that they have no control or input over
    organizational decisions despite management's desire to include
    them?

####### ***Behavior Over Time Graph:***

***Figure 1: Demand on Resources vs. Waning Personnel Numbers***

####### ![](media/image2.wmf){width="5.135416666666667in" height="3.1458333333333335in"} 

####### Figure 1 details the relationship between the decline in personnel and rising expectations. The increased workload has been met with a decrease in staff and a declining budget. Considering the trend, what can LMHD do to reverse the declining staff numbers and minimize budget cuts? Why is demand continuing to grow while staff numbers and budgets continue to wane?

####### 

####### 

####### 

####### 

####### Figure 2: Morale and Disciplinary Issues

####### ![](media/image3.wmf){width="5.135416666666667in" height="3.1458333333333335in"}

####### 

####### As shown in figure 2, as morale declines, disciplinary issues rise. How does LMHD improve morale and ensure that the morale is maintained at a high level? 

####### ***Causal Loop Diagrams and applicable archetypes:***

Figure 3: Professionalism following Disciplinary Action

![](media/image1.wmf)

**Figure 4: Shifting the Burden**

####### Figure 4 explains how the burden is shifted relationally based on an action. The immediate reaction is the enemy of the important. The net result is that time and resources that could be dedicated to shifting culture are eroded while attempting to resolve the issue through disciplinary action.

####### ***10 Essential Environmental Health Services:***

A project to shift culture deals directly with "Assuring a Competent
Workforce", but the other Essential Health Services addressed would
include:

-   Inform, Educate, & Empower-- Staff agrees that there is a void
    between where the Division is and where the Division wants to be.
    Employees have also shown a willingness to generate the creative
    tension to move LMHD toward that shared vision. Empowering each
    employee to make sound decisions and also become part of the
    solution will serve the Division well into the future.

-   Develop Policies- The Code of Integrity Committee was assembled from
    volunteers and draftees to address divisional concerns. The
    committee sought input from their peer group and decided what issues
    needed to be addressed. The collective issues were categorically
    addressed in what the Division now refers to as the Code of
    Integrity, which all employees signed and committed to uphold.

-   Enforce Laws- The Division enforces laws as set forth in state and
    local regulations. This project has instilled a greater sense of
    accountability and provides a framework for the ethical way to
    enforce laws.

-   Evaluate- Survey tools will be utilized in evaluating how well the
    Division conducts business through data captured from internal and
    external customers.

![](media/image2.png){width="3.75in" height="3.8125in"}

Figure 5: This picture is from CDC's National Strategy to Revitalize
Environmental Public Health Services

####### 

####### 

####### 

####### 

####### ***National Goals Supported*** 

Shifting culture in the environmental health profession and changing
mental models supports many of the national goals and initiatives. As
stated in the Environmental Health Competency Project, "Environmental
Health is widely considered an entitlement". That thought prevails
throughout the public, which often leads to thankless work. A lack of
affirmation for a job well done can lead to a sense of apathy among the
environmental health professionals. Shifting that cultural norm requires
educating the public regarding the services that LMHD performs, but most
important is educating the workforce as to the importance of the
profession. By successfully discussing and empowering staff to enhance
the business model, LMHD will effectively support the CDC's Health
Protection Goal of "Healthy People in Healthy Places", which includes
"Healthy Communities". How better to assure a Healthy Community than
providing a competent, content, and empowered group of professionals to
fulfill that obligation. LMHD will also build on the core competencies
and revitalize environmental public health services by identifying how
local work supports these national goals. The LMHD has begun a
transformation that will entrench its staff in understanding the
competencies considered necessary characteristics and traits of an
effective environmental health practitioner. These 21 attributes are
discussed in the Environmental Health Competency Project and are
addressed to varying degrees within the Code of Integrity. Reinforcing
many of the 10 Essential Health Services throughout this project, LMHD
plans to sustain professional growth through the years.

####### 

# PROJECT OBJECTIVES/DESCRIPTION/DELIVERABLES:

####### ***Program Goal:*** To improve delivery of environmental public health services by shifting culture and building a learning organization.

####### ***Organizational Problem:*** Ineffective delivery of environmental public health services. Due to a lack of written program goals and a misunderstanding of public health outcomes, the Division is not achieving its professional best. Currently LMHD environmental staff does not undergo formal training. Professional development is limited to attendance at conferences or through personal skill acquisition. Information gathered through visioning sessions indicates a gap between employees identified expectations and national public health goals. 

####### ***Outcome Objective:*** By May 1, 2008 increase professional standards and employee morale. Provide a structure to assure 1) employee professional development, 2) elimination of ethical transgressions, 3) an increased capacity for delivering quality services, 4) a forum for employees to participate in organizational decisions, and 5) building capacity within LMHD to support a learning organization. 

####### ***Determinant:*** Implementation of a new business model that encourages staff involvement and improves professional behavior while building upon the environmental health core competencies. 

####### ***Impact Objective:*** By October 1, 2007, educate environmental health staff, incorporate the new business model, and realize an improvement in professional conduct by measuring data from internal and external survey tools.

***Contributing Factors:***

**1)** Lack of oversight in independent work structure. Most LMHD
employees work in an independent structure where supervisory oversight
is limited.

**2)** Insufficient personnel to conduct mandated regulatory duties.
There is more work than can be completed with current staffing levels.
However, LMHD is unable to effectively determine sufficient staffing
levels due to current inefficiencies.

**3)** Ineffective communication from Administration. Shifting goals and
priority issues such as political concerns keeps the target moving and
prevents management from sending a message of continuity.

**4)** Lack of effective Quality Assurance program. Fewer supervisory
personnel limiting the ability to provide essential quality control
audits.

**5)** Reluctance to buy in. Staff hesitancy to a new approach is
founded from past failures with implementation and continuity.

**6)** Difficulty in Modeling the Way. Recent stresses placed on
management have contributed to the current culture of cynicism among
staff. Most managers have little faith that things are going to improve.

**7)** Data concerns. The current data system is difficult to query and
data is often times not useful due to errors.

#######  

***Process Objectives:***

The following objectives were outlined:

1)  Gain support from LMHD Administration to proceed with project and
    create a learning organization.

2)  Create an open dialogue regarding ethical decisions in the workplace
    by October 2006. Provide a framework for employees to report
    unethical conduct to foster a culture of honesty and integrity.

3)  Form a diverse committee to develop a written document that
    describes expected professional behavior for environmental health
    professionals (Code of Integrity).

4)  Establish with staff a current reality and vision as it relates to
    professional culture within LMHD.

5)  Complete a strategy for changing the business model

####### 

# METHODOLOGY:

1.  By October 2006, identify the current reality and inspire a shared
    vision as it relates to professional culture

> Event: Visioning sessions
>
> Activities:
>
> Draft outline for visioning session
>
> Establish presentation
>
> Conduct visioning sessions
>
> Highlight the cultural perceptions

2.  By December 15, 2006, establish measurement tools to ensure a
    standard level of professionalism is maintained.

> **Event:** Measure success
>
> **Activities:**
>
> Compare number of disciplinary actions to previous year
>
> Gauge employee satisfaction
>
> Gauge customer satisfaction
>
> Complete and review annual performance appraisals
>
> Conduct quarterly quality control audits

3.  By February 15, 2007, identify perception on professionalism of
    environmental health employees.

> **Event:** Administer survey to obtain awareness.

**Activities:**

> Draft survey document
>
> Decide on appropriate dissemination of survey tool
>
> Distribute survey document
>
> Tabulate statistical information acquired from survey

# RESULTS:

Identifying and shifting culture within the LMHD proved difficult.
Personal paradigms differ among each employee. However, the Division
found common ground between management and staff during the visioning
sessions. Every employee was given the opportunity to participate in
shaping this shared vision. Employees were more willing to change after
they verbalized then visualized the current reality. Still, some staff
displeased with the current organizational culture are comfortable with
things as they are and reluctant to change for the sake of changing.
Assessment of current reality established the following:

Positive aspects of LMHD culture and current reality:

-   Knowledgeable

-   Credentialed

-   Hard workers

-   Public Servants

-   A resource

-   Helpful

-   Prideful

-   Committed

Negative aspects of LMHD culture and current reality:

-   Lazy

-   Slacker

-   Bureaucratic

-   Trouble

-   Heavy Enforcement

-   Under appreciated

-   Easy job

-   Unreasonable

-   Exploited

-   Undesirable

-   Overworked

-   Divided

The vision established by LMHD's environmental health staff included:

1.  More ideal physical environment

> Work from home

Office with door and windows

High tech -- wireless

Clean -- more inviting

Properly working HVAC

Working equipment

Cars

Updated phone system

2.  Better response to issues

> Smaller workgroups
>
> Better communication
>
> Cross training -- more versatile
>
> Innovative, eager and willing to work as a team
>
> Supportive, respectful
>
> Motivated, efficient
>
> Interpersonal skills
>
> Referrals to other agencies / get done / better follow-up
>
> Prevention focus
>
> Effective
>
> Resolve issues for the public
>
> Better public education (seminars)

3.  Improved efficiency

> More staff
>
> Change work practices
>
> Challenge the process
>
> Tract time more efficiently
>
> Less time in office
>
> Better data tracking

4.  Desired public perception

Environmental health resource to community

Valued partner

Non-adversarial

Crossed trained

Positive

Professional

Educator -- not just enforcement

More cohesive group

Connection to community

LMHD will take the shared vision and initiate changes with the current
business model to ensure that staff experiences a return on investment.
This new shared vision has not been attained to date. However, the
Division has implemented a few of the ideas and began building that
learning organization. It is clear that developing a learning
organization and changing the business model will be an ongoing task. An
extensive commitment will be necessary from each employee. To date
LMHD's Division of Environmental Health and Protection has accomplished
the following:

-   Received approval from department administration to proceed with
    developing a learning organization.

-   Conducted two visioning sessions to establish the current reality.

-   Inspired a shared vision.

-   Initiated the creative tension to progress toward the shared vision.

-   Conducted numerous Code of Integrity committee meetings.

-   Discussed an outline for the Code of Integrity.

-   Researched and discussed successful organization's Codes.

-   Discussed with all environmental health staff the benefits of a
    written code which establishes acceptable professional standards and
    behavior.

-   Renewed an employee performance review tool.

-   Researched and discussed current policies which hinder recruitment,
    training, and retention.

-   Created the Code of Integrity document.

-   Trained staff on the need for the Code of Integrity.

-   Received signature agreement from staff to uphold the Code of
    Integrity.

-   Contacted a facilitator to administer the introduction of the
    "Environmental Health Solutions" workgroup. The workgroup will work
    to resolve organizational issues and build the foundation for the
    learning organization.

The following text is a highlight of the Code of Integrity compiled in a
collaborative effort with feedback considered from each employee. The
committee responsible for edits and re-drafting consisted of division
volunteers. The text exemplifies the new "shared vision".

**Louisville Metro Health Department**

**Division of Environmental Health and Protection**

**Code of Integrity**

The Health Department is an organization that provides a range of
essential services to the community. The Employee Code of Integrity
supports the organization's tradition of maintaining the highest
standards of professional conduct and personal integrity in every
manner, to ensure that public confidence and trust is maintained. The
purpose of the Employee Code of Integrity is to provide guidance for
professional behavior. This Code cannot foresee all possible situations
that may arise; therefore the use of integrity and good judgment is
important. The Employee Code of Integrity presents a general framework
by which employees can measure their individual conduct in different
situations and decide if their actions meet an acceptable standard of
professional behavior. This document is not a disciplinary precursor.
Moreover, it is an instrument to encourage an environment of pride,
honesty, respect, and integrity.

Please review the information contained in this booklet and take time to
understand your responsibilities. A certification of receipt indicating
that you have reviewed and are aware of your responsibility, in
accordance with this code, is contained on the last page. The Louisville
Metro Health Department and the Division of Environmental Health along
with your fellow employees need your commitment to uphold the highest
professional standards. The division can only reach its potential
through teamwork, mutual respect and a personal commitment to each
other, the organization, elected officials, and the community.

All employees are expected to comply with the letter and spirit of this
Code. The Code is intended to serve as a source of guiding principles
for all employees. It will include a framework for staff to:

-   Model professional standards of behavior

-   Recognize and deal with ethical issues

-   Report unethical conduct and help foster a culture of honesty and
    accountability

The Division's success and ability to perform its role within the
community depends on the conduct of its employees. Every employee plays
a part in maintaining the Division's reputation to the highest ethical
standards. The Division will promote the activities of employees who
"model the way" through upholding these standards.

All business conduct must be well above the minimum required by law.
Employees need to ensure that their actions cannot be interpreted as
being, in any way, in violation of laws and regulations governing the
Division's operations, or fail to meet the public's expectation in
accountability and use of public resources. Situations should be avoided
that pose a conflict of interest. Employees uncertain about the
application or interpretation of any legal requirements or a
circumstance that could potentially pose an unethical light on any
action of this division or the employee should refer the matter to their
supervisor who may consult with the department administration and
outside legal counsel if necessary.

**Goal: To educate and promote the highest standard of practice in the
field of Environmental Health.**

Sub headings in the document included:

**Leadership**

**General Employee Conduct (Office Behavior)**

**Respect for co-workers**

**Stewardship of Public Resources**

**Outside Activities (Actions in the Field) and Employment**

**Conflicts of Interest**\
**Gifts, Entertainment, and Favors**

**Organizational Funds and Other Assets**

**Organizational Records and Communications**

**Dealing with Other Organizations**

**Prompt Communications and Professional Courtesy**

**Privacy and Confidentiality**

**Professional Development**

**Professional Image**

**Values**

**NEXT STEPS:**

The question remains, as you shift culture, how does an organization
maintain the long term commitment to preserving an acceptable level of
professional standards? This can be a most difficult task when dealing
with variables that individuals control. A continual assessment of
internal and external perceptions will be implemented. This measure will
provide direction on how to structure the Division's business model.
Other tools to measure success will include:

-   Annual Visioning Sessions

-   Employee Satisfaction Survey

-   Customer Satisfaction Survey

-   Annual Performance Appraisal Review

-   Quarterly Quality Control Audits

The environmental health profession, and in particular LMHD, has seen a
constant shift in goals. Locally, LMHD has worked under 5 Directors in
the past 6 years. This constant change in leadership has created a sense
of drifting goals. In addition, the importance placed upon nationally
emerging environmental health issues such as bioterrorism, and then
public health emergency preparedness has further bolstered the drifting
goal argument. However, establishing the "current reality" every year
and maintaining the "creative tension" to reach LMHD's new vision will
give employees consistency.

A Core Competency survey will establish individualized progress on each
of the competencies. This will be contrasted with a supervisory progress
report for each employee. The differences will then be discussed and
each employee will be charged with creating an individual development
plan. The plan will be reviewed and progress measured during each
employee's annual performance appraisal.

Customer satisfaction surveys will be completed and administered to
internal and external customers. Students from University of Louisville
will assist in development and distribution of survey tool.

Employees will be encouraged to attend an in-house initiative designed
to develop situational leaders. The Leadership Empowerment Academy for
Public Health (LEAPH) will help each employee better understand
leadership and will show a commitment to growth through a pledge of
resources. The Leadership Challenge Module will be utilized to teach 5
steps of Leadership. They are as follows:

-   Challenge the Process

-   Encourage the Heart

-   Model the Way

-   Inspire a Shared Vision

-   Enable Others to Act

# CONCLUSIONS:

Employees remain hesitant to accept change and question why the division
is changing a business model that has been successful for many years.
That question is easily answered: Work processes continue to change,
resources continue to diminish and workloads continue to increase.
Leadership styles must be flexible to ensure future success for LMHD.
The management staff will be challenged to Model the Way by establishing
written program goals to be shared with staff. Staff involvement will be
increased through the Environmental Health Solutions business model
where each employee will have the opportunity to offer input on the
organizational decisions. Evaluations will be performed annually with
employees to address job performance. Professional development profiles
will be established for each employee.

The current reality at LMHD is that the Division is achieving less than
the professional best. A disconnect exists between individual employee
actions and their impact on the organization in meeting public health
outcomes. By re-introducing the national goals and core competencies
then ensuring that staff understands them, the Division will affirm for
employees that their profession is important. Staff will better
understand how their work plays a part in meeting national public health
goals. Increasing awareness as to the relevance of their profession
should build pride.

LMHD staff believes that the Division provides necessary services and
meets customer needs. However, LMHD's business model is antiquated and
decisions are often made on the premise that we have always done it that
way. Some staff believes that changing the business model is an attempt
by management to meet the latest leadership trend. Overcoming this and
other mental models will detail the overall success of this project and
the public health outcomes experienced by LMHD's Division of
Environmental Health and Protection.

# LEADERSHIP DEVELOPMENT OPPORTUNITIES:

####### ***Matt Rhodes***

Return on investment gained though this institute will be invaluable.
The personal growth afforded me is greatly appreciated, but I expect to
return the greatest benefit to my organization. I take a renewed energy
for the environmental health profession back to work. Countless
employees will be impacted by the processes learned and new methods
employed. Resolving issues through the systems thinking approach has
already begun to pay dividends for the Division. This challenge has made
me realize the need for continued professional growth. Consequently, I
plan to begin an MPH program this fall.

It is reassuring for the local environmental health practitioner to
experience firsthand the national network that supports our profession.
Creating contacts with CDC representatives and other professionals
increased the learning opportunities. I have been impressed with the
professional caliber from the institute participants. Meeting and
exchanging ideas with the national leaders in environmental public
health has provided me with many valuable leadership skills and contacts
that I will rely on when addressing future concerns.

# ABOUT THE EPHLI FELLOW(s)

Matt Rhodes currently serves as Environmental Health Administrator for
the Louisville Metro Health Department. He began his public health
career in September 1996 by joining the Jefferson County Health
Department. He completed field work in the Childhood Lead Poisoning
Prevention Program, the Haz Mat Program, and the Food Hygiene Program.
Serving in a supervisory capacity since December 2002, Matt has overseen
operations in Public Facilities and On-Site Sewage as well as Food
Hygiene. He is now responsible for oversight of a multimillion dollar
budget and the division's 50 employees that perform traditional
environmental health programs including inspections for approximately
5000 permitted facilities.

Matt remains active in his state and national professional associations
and is currently serving as President for the Kentucky Association of
Milk, Food, and Environmental Sanitarians (KAMFES).

Born and reared in Griffin, Georgia, Matt moved to Kentucky to pursue
his B.S. in Public Health from Cumberland College in Williamsburg. After
college Matt continued to pursue his love of football by coaching at his
alma mater for four years. During a visit to Louisville during the '94
Kentucky Derby, Matt met his future wife and decided to relocate there a
year later. Matt and his wife Kelli now reside in Oldham County on the
family farm with their two dogs, Zeus and Molly.

# REFERENCES

1.  Mitroff I, Crisis Leadership - Planning for the Unthinkable, *John
    Wiley & Sons, Inc*.,

2004\.

2.  CDC NOW: Health Protection Goals Fact Sheet-Goals for the 21st
    Century,

<http://www.cdc.gov/about/goals/default.htm>

3.  CDC National Strategy to Revitalize Environmental Public Health
    Services,

<http://www.cdc.gov/nceh/ehs/Docs/nationalstrategy2003.pdf>

4.  Senge PM, Kleiner A, Roberts C, Ross RB, Smith BJ. *The Fifth
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