Navigating Transformation: Utilizing Purposeful Project Management to Close Public Health Equity Gaps

In the intricate realm of public health, change is not merely a possibility; it’s a certainty. Every day, we navigate a landscape defined by shifting policies, diverse community needs, and the natural expiration of emergency declarations. As someone who has devoted years to this vital sector, I can confidently say that effective leadership during these periods of transition requires something deeper than technical expertise. It demands a clarity of purpose, cultural sensitivity, and a steadfast commitment to equity across all communities.

My journey into the public health arena, transitioning from the oil and gas industry, was not just a career change; it was a profound, personal mission sparked by life-altering experiences within my own family. During a particularly challenging healthcare crisis, I experienced firsthand the systemic disparities that many underserved communities face on a daily basis. This awakening was my catalyst; I felt a strong pull to be part of the solution, to drive change where it was most needed.

Today, I lead initiatives that cater to Medicaid populations, focusing heavily on community outreach and the critical Social Determinants of Health (SDoH). It has become clear to me that when project management is rooted in purpose and inclusivity, we can foster transformational outcomes that genuinely affect lives for the better.

Leading Through Uncertainty: The COVID-19 Public Health Emergency (PHE)

One of the pivotal chapters in my public health journey began with the unraveling of the COVID-19 Public Health Emergency (PHE). The expiration of federal protections threatened Medicaid coverage for millions. My responsibility was to lead response efforts that ensured continuity of care, particularly for our most vulnerable populations.

Collaborating with state and federal agencies, compliance officers, and community health organizations became crucial as we orchestrated outreach and realignment efforts to support our communities. We developed multilingual and multichannel engagement strategies, ensuring that every member received timely, clear information regarding their eligibility and available options. However, it was essential to understand that this work transcended compliance; it was truly about compassion.

Throughout this process, I learned that effective leadership in periods of uncertainty relies heavily on empathy. I invested time in listening to both frontline staff and affected individuals, allowing their experiences to inform the policies we established and the systems we designed. Our strategies were built not in isolation but through community engagement, reflecting an unwavering commitment to equity.

The SDoH Imperative: Moving Beyond the Clinic

If there’s one key lesson we gleaned from navigating the PHE, it’s that health is not confined to clinical walls; it originates in homes, around dinner tables, and within classrooms and workplaces. This understanding drives my initiatives aimed at tackling the root causes of health disparities through robust SDoH programming.

Our initiatives were diverse, focusing on pivotal areas affecting community well-being. We started “lunch-and-learn” sessions tailored for our members and staff, fostered the growth of community partner networks, and designed value-added services (VAS) focusing on housing, nutrition, education, economic support, and social inclusion. Each VAS initiative was uniquely crafted to address one or more key pillars of SDoH, making resource access more straightforward for families, with the ultimate goal of improving their health and overall well-being.

Take, for instance, our transportation assistance program, which ensured that members could reliably attend prenatal appointments. We also partnered with food banks to distribute nutritious meals to families facing food insecurity and collaborated with community-based organizations providing essential health and wellness services to underserved populations. Additionally, recognizing the increasing importance of digital literacy, we offered workshops aimed at enhancing access to online health portals and telemedicine. All of our initiatives were data-informed, aiming for measurable outcomes aligned with community needs.

In project management, a common question surfaces: What does success look like? In the realm of public health, we need to pivot this inquiry: Who really defines success? For me, it’s the community itself. If a family achieves housing stability as a result of resources we connected them with, that is profound impact. If a child is able to attend school regularly because their family accessed necessary preventive care, that’s equity in action.

The Role of Project Managers in Advancing Health Equity

The public health sector requires project managers who do more than simply manage—they must advocate passionately for equity.

Our leadership needs to be grounded in integrity, clarity, and an unwavering vision for systems that are designed to serve everyone. This involves crafting projects that mirror real-life challenges rather than just adhering to regulations. It necessitates bringing together cross-functional teams that reflect the communities we serve, and leveraging every milestone of a project as an opportunity for equity-focused advocacy.

A crucial reminder I share with my teams is that metrics represent real people, not just statistics. This human-centered philosophy has enabled me to foster trust across departments and establish strong relationships with the public. It’s our pathway to transforming technical implementation into meaningful, transformative change.

Lessons in Leadership During Transitions

1. Center the Mission: When change occurs rapidly, staying anchored in your purpose is critical.
2. Design With, Not For: Engage community voices from the start; co-creation fosters effective programs.
3. Communicate Relentlessly: In times of uncertainty, consistent messaging is key to building trust.
4. Challenge the Status Quo: Remember, systems weren’t constructed for everyone; use your position to advocate for equity.
5. Measure What Matters: Move past mere compliance; focus on tracking outcomes that reflect real lived experiences.

As we navigate the evolution of public health systems in response to future challenges, we possess both the opportunity and obligation to lead differently. We can craft systems that heal, policies that include, and programs that empower.

Whether you are a policymaker, a frontline health worker, or another project manager, your leadership carries weight. Lead with humility. Lead with strategy. But above all, lead with purpose.

Because when we infuse heart into our headwork, we transcend mere management—we ignite meaningful change.

— Caroline Obeahon is a public health project manager with over 16 years of cross-sector experience, specializing in community health engagement, Medicaid transitions, and Social Determinants of Health (SDoH) programs.

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Edited By Ali Musa
Axadle Times International—Monitoring.