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. 2017 Aug 7:5:192.
doi: 10.3389/fpubh.2017.00192. eCollection 2017.

The Public Health Innovation Model: Merging Private Sector Processes with Public Health Strengths

Cameron Lister  1 , Hannah Payne  1 , Carl L Hanson  1 , Michael D Barnes  1 , Siena F Davis  1 , Todd Manwaring  2
Affiliations

The Public Health Innovation Model: Merging Private Sector Processes with Public Health Strengths

Cameron Lister et al. Front Public Health. .

Abstract

Public health enjoyed a number of successes over the twentieth century. However, public health agencies have arguably been ill equipped to sustain these successes and address the complex threats we face today, including morbidity and mortality associated with persistent chronic diseases and emerging infectious diseases, in the context of flat funding and new and changing health care legislation. Transformational leaders, who are not afraid of taking risks to develop innovative approaches to combat present-day threats, are needed within public health agencies. We propose the Public Health Innovation Model (PHIM) as a tool for public health leaders who wish to integrate innovation into public health practice. This model merges traditional public health program planning models with innovation principles adapted from the private sector, including design thinking, seeking funding from private sector entities, and more strongly emphasizing program outcomes. We also discuss principles that leaders should consider adopting when transitioning to the PHIM, including cross-collaboration, community buy-in, human-centered assessment, autonomy and creativity, rapid experimentation and prototyping, and accountability to outcomes.

Keywords: design thinking; innovation; leadership; private sector; program planning.

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Figures

Figure 1
Figure 1
Traditional Public Health Planning Model [adapted from McKenzie et al. (9)].
Figure 2
Figure 2
Design thinking process.
Figure 3
Figure 3
Public Health Innovation Model.
See this image and copyright information in PMC

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