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Building Communities that are Inclusive, Healthy & Safe

When we devote our life’s work to the betterment of our communities, our society, and the world – it is incredibly difficult to witness the hate, pain and injustice of recent events – for it goes against everything we believe in.

After engaging in powerful conversations as a staff these past couple weeks, and processing together our sadness and despair over what occurred in Charlottesville on August 12th, we feel compelled to speak out, as individuals and as an agency.

We condemn the white supremacy, violence, and racist actions we witnessed in Charlottesville, and the prevalent hate that so many people in our country are facing every day. We feel obliged to turn quickly and clearly toward justice and inclusion, and to take positive steps toward equity each day.

As a result, we dedicated the top priority in our 2017-2019 Strategic Framework to Improving Overall Health and Health Equity in Washington State. We are committed to creating a plan to increase equity in all parts of our work. To start, we have identified ways to reduce our individual and organizational bias through inter-cultural competency trainings, self-reflection, and group discussion. Through this hard work, it has become clear to us that we cannot strive for health equity without acknowledging that implicit bias and racism are intrinsically tied to the health inequities experienced by our clients and the communities we serve on a daily basis.

We know undeniably that we don’t have all the answers or solutions, but we are certain that we must band together for peace, equity, and justice because together we are stronger than the hate around us. Together we can ensure that every family has an equitable opportunity to thrive.

We welcome your help in building communities that are inclusive, healthy and safe. To learn more about Implicit Bias visit the Perception Institute, or about Implicit Bias in Healthcare, consider reading this series by Dustyn Addington, at the Foundation for Healthy Generations.

-Kay Knox

Tags: CEO   Charlottesville   Communities   Hate   Health Equity   Implicit Bias   inclusion   inequities   justice   Safe   

Back to school…every day!

As our daughter, Mari, gets ready to start her sophomore year of high school, we are preparing ourselves for another year of learning. New experiences, new challenges, and yes, the back to school forms and the endless school lunches!   Through it all, I sense her excitement.
Preparing for her next year of learning makes me reflect on my own learning during my first year as CEO at WithinReach.  I have learned a great deal in the 16 years I have worked at WithinReach, but I have learned more about what makes this incredible organization excel in the last 12 months than ever before.  I want to share just a few of my learnings with you now; I hope they resonate with you when you think of us.

Leadership legacy is a gift.  I started my new role with the recognition that I was stepping into it on the heels of amazing leaders – the women who envisioned, started, and grew WithinReach.  Over the last year, I have channeled them often, AND I have learned from each and every member of our Board, all of whom have become teachers and guides for me.  For 27 years, WithinReach has been blessed with the strength of smart, committed leaders.   This history of strong leadership provides the vision, strategy, and stability we need to serve more families each year.

Trust is key. Over the last year, I have learned that the key to our success is trust.  Do the families we serve every day trust that we will make the connections they need to live healthy lives? Do our donors trust that we will help them fulfill their vision for a healthier Washington?  Do staff trust that their supervisors will help them do their best and more? Does the Board trust me to build on the successes of the past? I believe the answer is yes, because we are an organization that values integrity, quality, and compassion – all important pieces to building trust.

Plans are only as a good as they are nimble. As we continue to work our 3-year strategic plan, it is clear that our plans must bend and sway to match our ever-changing world.  Our vision is a constant: everything we do is aimed at ensuring that all families have quality health care and adequate nutritious food to eat.  And yet, when a measles outbreak hits like it did this year, we must be ready to respond – to redouble our efforts to ensure that every child in Washington is protected from vaccine-preventable diseases.  It is our nimble, innovative, dynamic nature that makes us a true agent for change.

The CEO role is exciting and exhausting. It goes without saying that the CEO role is a big one, and my days are busier than ever before.  They are busy because the opportunities to improve the health of all families in our state are beyond measure, and because the staff at WithinReach stand ready to examine, develop and implement each opportunity.  Our smart, caring, and committed staff push themselves harder every day to make the connections WA families need to be healthy. I can only follow their lead.

One thing I know for sure… if my second year as CEO is anything like my first, I will learn new things each day.   So, here’s to going back to school…every day!

 

 

Tags: Back to School   CEO   Public Health   Washington state   WithinReach   

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